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术语表

【HR术语】什么是员工价值主张（EVP）？（What is an employee value proposition (EVP)?）什么是员工价值主张（EVP）？员工价值主张，又称 EVP，是员工在工作场所的表现所换取的所有福利和奖励的总和。从本质上讲，它就是作为雇主，你能为员工的技能、经验和能力提供哪些回报。员工价值主张是任何雇主品牌的重要组成部分，它展示了企业能为潜在团队成员提供的独特价值。员工价值主张由哪些部分组成？员工价值主张由五个要素组成，包括：薪酬：这一要素包括薪资以及整个福利方案，包括保险、退休、奖金、学费报销、健康计划和任何其他福利。它还包括您按时支付薪酬、适当加薪以及公平补偿所有人的能力。工作与生活的平衡：这包括灵活的工作时间、在家办公、休假时间、PTO 政策和带薪育儿假。稳定性：这指的是贵组织确保员工了解其工作安全并帮助他们成长和发展的能力。这包括指导、辅导、培训、学习和发展。地点：这是关于您所提供的工作环境，既包括实际的、物理意义上的，也包括更形象的。尊重：这一要素指的是公司文化、组织价值观、管理、团队合作、信任等。为什么需要员工价值主张？您的员工价值主张最终决定了您吸引和聘用的人才对您品牌的看法。它可以将你与竞争对手区分开来，帮助鼓励人们选择为你而不是其他公司工作。在当今竞争激烈的环境中，这一点至关重要，因为正是人才最终决定了企业的发展和成功能力。特别是，如果你从事的是竞争激烈的高科技行业或其他类似行业，你可以利用你的 EVP 来吸引科技人才。员工价值主张有哪些例子？为了帮助你学习如何创建一个引人注目的员工价值主张，以下是一些公司的例子。联合利华：正如联合利华欧洲区全球人才吸引和品牌主管 Anuradha Razdan 所说："我们价值主张的核心是培养领导者。我们为联合利华培养领导人才，而联合利华的领导人才也会成为世界其他地方的领导人才。联合利华的价值主张非常注重稳定性，这对那些有兴趣在与鼓舞人心的员工一起工作的过程中不断成长，以改善人们生活为目标的求职者来说极具吸引力。 Trader Joe's：Trader Joe's是公认的最佳零售雇主之一，它的EVP强调学习和成长机会、公平的福利（如每年两次的审查，每年可能加薪7%到10%），以及灵活、多样化和善于沟通的企业文化，从而赢得了人们的忠诚。贝恩公司：这家咨询公司在 Glassdoor "最佳工作场所 "排行榜上名列第一，他们的 EVP 有几项令人难忘的福利，包括外部实习机会、全球调动、育儿假、请假、弹性工作时间以及两个月的休假机会。如何衡量员工价值主张？您可以查看一些关键绩效指标来衡量您的 EVP 在帮助您吸引、聘用和留住人才方面的效果，其中包括：保留率流失率每次招聘成本申请人数员工净促进得分 Glassdoor 等网站上的排名和评分员工推荐如何制定员工价值主张？现在您已经熟悉了什么是 EVP，下一步就是学习如何为您的组织制定 EVP。我们建议采取以下步骤：进行审核：审视您当前的品牌形象。您是如何与人才沟通并吸引人才的？你们的薪酬福利、企业文化或工作环境有什么特别之处？征求反馈意见：你能从在职和离职员工那里收集到一些最有价值的信息。利用调查、内部焦点小组和离职访谈来询问是什么吸引了你的员工申请为你工作？是什么让他们选择你而不是其他公司？员工喜欢与你共事的哪些方面？如何改进为员工提供的服务？确定包含在你的 EVP 中的关键点：利用你收集到的信息，列出你作为一个优秀雇主的与众不同之处。起草你的 EVP：现在，你已经准备好撰写 EVP 了，重点是你能为理想候选人提供什么。目标是使用清晰、独特和鼓舞人心的语言。评估您的 EVP：您的 EVP 不一定是一成不变的。利用我们上面提到的关键绩效指标，定期重新审视您的 EVP，看看是否可以加以改进。为什么 EVP 应成为现代人力资源战略的一部分？吸引、聘用和留住顶尖人才的能力是企业能否取得成功的关键。令人信服、独一无二的 EVP 是寻找和聘用最优秀人才的重要工具。以下为文章原文： What is an employee value proposition (EVP)? An employee value proposition, also called EVP, is the sum of all the benefits and rewards people receive in exchange for performance in the workplace. It’s essentially what you, as an employer, can offer in return for a person’s skills, experience, and abilities. EVP is a major part of any employer brand, showing the unique value your organization can offer to potential team members. What components make up an employee value proposition? An EVP is made up of five elements, including: Compensation: This element includes salary as well as the entirety of your benefits package, including insurance, retirement, bonuses, tuition reimbursement, wellness programs, and any other perks. It also includes your ability to offer pay on a timely schedule, give appropriate raises, and compensate all people fairly. Work-life balance: This includes flexible hours, work from home, vacation time, PTO policy, and paid parental leave. Stability: This refers to your organization’s ability to ensure people know their job is safe and to help them grow and develop. It includes things like mentoring, coaching, training, learning, and development. Location: This is all about the work environment you offer, both in a literal, physical sense and a more figurative one. Respect: This element refers to your company culture, your organization’s values, your management, teamwork, trust, and so on. Why do you need an employee value proposition? Your EVP ultimately defines how the talent you attract and hire perceives your brand. It can differentiate you from your competitors and help encourage people to choose to work for you instead of another company. In today’s competitive climate, this is essential because it is your talent that ultimately determines your organization’s ability to grow and succeed. In particular, you can use your EVP to attract tech talent if you work in the notoriously competitive high-tech industry or others like it. What are some examples of an employee value proposition? To help you learn how to create a compelling employee value proposition, here are a few examples of companies who have theirs dialed in. Unilever: As Anuradha Razdan, Unilever’s head of global talent attraction and brand, Europe, explains, “At the heart of our value proposition is that we build leaders. We develop leaders for Unilever, and Unilever leaders go on to be leaders elsewhere in the world.” This strong focus on the stability element of EVP is highly appealing to candidates interested in growing while working with inspiring people toward the goal of improving people’s lives. Trader Joe’s: Widely recognized as one of the best retail employers, Trader Joe’s wins people’s loyalty with an EVP emphasizing learning and growth opportunities, fair benefits (such as their bi-annual reviews with potential for a seven to 10 percent pay increase each year), and a flexible, diverse, and communicative culture. Bain & Company: Ranked first on Glassdoor’s Best Places to Work list, this consulting company has several memorable perks in their EVP, including externship opportunities, global transfers, parental leave, leaves of absence, flextime, and an opportunity to take two months off. How can you measure your employee value proposition? There are a few KPIs you can look at to measure how effective your EVP is at helping you attract, hire, and retain talent, including: Retention rate Attrition rate Cost per hire Number of applicants Employee net promoter score Rankings and scores on websites such as Glassdoor Employee referrals How can you develop an employee value proposition? Now that you’re familiar with what an EVP is, the next step is learning how to develop one for your organization. We recommend taking the following steps: Perform an audit: Look at your current brand identity. How do you communicate with and try to attract talent? What’s special about your compensation package, culture, or work environment? Ask for feedback: Some of the most valuable information you’ll be able to gather will be from current and former employees. Use surveys, internal focus groups, and exit interviews to ask: What attracted your people to apply to work for you? What made them choose you over other companies? What do people love about working with you? How could you improve what you offer people? Define critical points to include in your EVP: Using the information you’ve gathered, make a list of the things that make you stand apart as a great employer. Draft your EVP: Now you’re ready to write an EVP focusing on what you can offer your ideal candidate. Aim to use language that’s clear, unique, and inspirational. Evaluate your EVP: Your EVP doesn’t have to be static. Use the KPIs we mentioned above to revisit your EVP regularly to see if you can improve it. Why should EVP be a part of modern HR strategy? Your ability to attract, hire, and retain top talent is key to your organization’s capacity to succeed. A compelling, unique EVP is a critical tool in the effort to find and employ the best people.

术语表
2024年07月12日
术语表

【HR术语】什么是工资总额？（What are gross wages?）什么是工资总额？工资总额指的是从工资单中扣税前赚取的金额，是人们在接受一份工作时同意的月薪。在工资条上，工资总额位于页面底部，通常字体较大。工资总额包括哪些内容？工资总额包括员工的所有收入，其中包括：工资或小时工资佣金或奖金加班费小费假期或病假工资计件工资（按项目或单位计算）例如，雇主支付 60,000 美元+两次年度奖金 3,000 美元。年工资总额为 66,000 美元。如何计算工资总额？对于小时工小时工资 x 工资期内的工作小时数 = 每工资期的工资总额如果有人加班，也应计算在内：工资期内的加班小时数 x 加班小时工资 = 加班工资确定受薪员工的工资总额：年薪/每年发薪期数 = 每发薪期工资总额工资总额和净工资有什么区别？毛工资总是高于净工资。换句话说，一个人接受的工薪金额要高于他带回家的金额。工资总额包括税前报酬，而工资净额是从工资单中扣除以下税项后的剩余金额联邦、州或地方所得税社会保险和医疗保险工资扣款医疗保险计划退休基金人力资源领导为什么要关心工资总额？作为人力资源专业人士，您的首要目标是管理员工并满足他们的需求。但是，由于薪酬从根本上与工作挂钩，因此需要给予相当大的关注。了解了工资总额及其工作原理，您就能更好地进行薪酬管理，从而吸引新员工并吸引现有员工。人力资源领导者如何才能成功管理工资总额？了解公司的工资制度。即使你与法律团队合作，你仍然需要了解员工的工资。这样你才能为公司和员工争取权益。处理薪酬的人性化问题。工资总额通常反映了雇主对员工的重视程度以及员工的价值感，无论是否准确。在决定每个职位具有竞争力的工资总额时，要考虑预算和员工参与策略。鼓励员工讨论自己的薪酬。学习文化可以提高员工的参与度、生产力和留任率。当专业人员掌握了技能并提升了自身价值时，他们自然会希望获得更高的工资。为鼓励员工自在地讨论更高的薪酬选择，应积极倾听并培养员工的心理安全感。为什么要将适当管理工资总额作为现代人力资源战略的一部分？在遵守法律的前提下向员工支付具有竞争力的工资总额，是吸引高素质、高技能专业人才的先决条件。有吸引力的薪酬不仅能树立企业的声誉，还能培养一支高效、敬业的员工队伍。以下为文章原文： What are gross wages? Gross wages refer to the amount of money earned before taxes are withheld from a paycheck and are the monthly salary people agree to when accepting a job. On a pay stub, gross wages are at the bottom of the page—usually in a larger font. What is included in gross wages? Gross wages comprise everything an employee earns, including: Salary or hourly wages Commission or bonuses Overtime Tips Vacation or sick pay Piece rate pay (per project or per unit) Let’s say, for example, an employer pays $60,000 + two annual bonuses of $3,000. Annual gross wages will be $66,000. How do you calculate gross wages? For hourly workers: hourly rate x the hours worked during the pay period = gross wages per pay period If someone works overtime, include that as well: Overtime hours worked during a pay period x the overtime hourly rate = overtime wages To determine the gross wages for salaried employees: Annual salary/number of pay periods per year = gross wages per pay period What’s the difference between gross and net wages? Gross wages are always higher than net wages. In other words, the amount of money a person accepts as the job salary is more than the amount they take home. While gross wages comprise compensation before taxes, net wages are the amount remaining after taxes are withheld from the paycheck for Federal, state, or local income tax Social Security and Medicare Wage garnishments Health insurance plans Retirement funds Why should HR leaders care about gross wages? As an HR professional, your primary objective is to manage people and address their needs. But, because compensation is fundamentally tied to work, it needs considerable attention. Understanding gross wages and how they work enables you to practice better compensation management for attracting new people and engaging your current workforce. What can HR leaders do to administer gross wages successfully? Understand the company wage system. Even if you’re working with a legal team, you still need to know people’s salaries. This enables you to advocate for your company and your people. Handle the human side of compensation. Gross wages often reflect —whether accurately or not—how much the employer values its people and how valued they feel. Consider the budget and employee engagement strategies when deciding on competitive gross wages for each position. Encourage people to discuss their salaries. A learning culture can promote engagement, productivity, and retention. When professionals upskill and increase their value, they will naturally want higher wages. To encourage your people to feel comfortable discussing higher salary options, practice active listening, and nurture psychological safety. Why should proper administration of gross wages be a part of modern HR strategy? Paying people competitive gross salaries while complying with the law is a prerequisite for attracting quality, skilled professionals. Not only do attractive salaries build your reputation, but they also build a productive and engaged workforce.

术语表
2024年07月08日
术语表

【HR术语】什么是替代时间（What is time in lieu?）什么是替代时间？所谓 "代替时间"，也称 "代替休假 "或 "TOIL"，是指个人以休假代替加班费。它是雇主可以提供的一种特殊福利，可以为员工创造更灵活的工作环境。人力资源领导为什么要关注 "代休"？人们通常希望有代班时间，这就是为什么它值得考虑作为吸引求职者的一种方式。这对组织也是有利的。代休政策的好处包括：为员工提供更多的自由时间，而当今的专业人士通常对自由时间的重视程度甚至超过了额外的报酬作为一种激励机制，鼓励人们在紧迫的截止日期前更加努力地工作，因为他们会在工作后获得休假时间让员工有更多时间放松身心，从而减少职业倦怠，提高工作绩效减少组织需要支付的加班费用人力资源领导者该如何管理代休时间？提供 "以假代薪 "可为企业带来巨大利益。要使计划取得成功，必须考虑以下几点：如何计算休假时间计算休假时间很简单。无论加班多少小时或多少天，都有权获得相应的补休时间。因此，如果一个星期工作 50 个小时，而不是合同规定的 40 个小时，他们就可以额外获得 10 个小时的休假时间。代替休假协议如果您选择为员工提供 "代替休假"，那么在您的员工协议中加入一项关于如何使用 "代替休假 "的政策是非常重要的。在该政策中，您可能需要包括以下指导原则：团队成员可以累积多少 TOIL 员工何时可以使用 TOIL TOIL 日的有效期有多长使用考勤跟踪软件管理替假流程当然，准确记录加班和请假时间非常重要。这可以通过标准 Excel 电子表格、考勤表或更简单的考勤跟踪软件来完成。考勤跟踪软件可以自动处理时间管理的所有方面，包括代班时间。员工和管理人员可以输入加班时间，说明他们将获得时间补偿，这些时间将自动计算并添加到他们的可用休假时间中。为什么应将 "时间替代 "作为现代人力资源战略的一部分？在这个世界上，工作与生活的平衡就像薪水一样，是一个职位的重要吸引力所在，因此 "时间替代 "政策非常值得考虑。提供时间补偿可以帮助企业吸引更多求职者，改善员工体验，提高绩效，甚至降低成本。以下为文章原文： What is time in lieu? Time in lieu, also referred to as time off in lieu or TOIL, is when a person takes time off as an alternative to pay for overtime hours. It is a specific type of benefit employers can offer, creating a more flexible workforce. Why should HR leaders care about time in lieu? People often want time in lieu, which is why it’s worth considering as a way to attract job candidates. It’s also advantageous for the organization. The benefits of a time off in lieu policy include: Offering people more free time, something today’s professionals often value as much or more than additional compensation Serving as a motivator that encourages people to work harder toward a tight deadline because they’ll receive time off afterward Giving people more time to relax and unwind, reducing burnout and improving performance Decreasing the amount of overtime the organization has to pay for What can HR leaders do to manage time in lieu? Offering time in lieu can significantly benefit the business. To make the program a success, it’s important to consider the following: How to calculate time off in lieu Calculating time off in lieu is simple. For any number of hours or days someone works overtime, they will be entitled to that amount of time off in lieu. So if they work 50 hours in a week instead of the 40 their contract stipulates, they would be granted an additional 10 hours of time off. Time off in lieu agreements If you choose to offer time off in lieu to your people, it’s important to include a policy for how it works in your employee agreement. In this policy, you may want to include guidelines for: How much TOIL team members can accumulate When people can take their TOIL For how long TOIL days remain valid Managing the time off in lieu process with time and attendance tracking software Naturally, it’s important to accurately record both overtime and time taken in lieu. This can be done through standard Excel spreadsheets, timesheets, or–more easily–with time and attendance tracking software. Attendance tracking software can automate all facets of time management, including time in lieu. Employees and managers will be able to input overtime hours, indicate that they will be compensated with time in lieu, and the hours will automatically be calculated and added to their available time off. Why should time in lieu be a part of the modern HR strategy? In a world where work-life balance is as significant a part of the appeal of a position as a salary, a time in lieu policy is well worth considering. Offering time in lieu can help businesses attract more candidates, improve the employee experience, boost performance, and even reduce costs.

术语表
2024年07月05日
术语表

【HR术语】什么是性别薪酬差距？（What is a gender pay gap?）什么是性别薪酬差距？性别薪酬差距是指男性和女性平均工资之间的差异。要计算薪酬差距，可取一组男性工资和一组女性工资，然后比较两者的中位数。自 1963 年《同工同酬法》颁布以来，美国女性的收入已从男性每挣 1 美元时的 0.59 美元增至 0.82 美元。目前的数据显示，18-39 岁女性的工资差距很小，而 40 岁及以上女性的工资差距则有所扩大。人力资源领导为什么要关注男女薪酬差距？公平地支付薪酬是道德待人的一部分。平等的薪酬机会还能吸引优秀的专业人才，并使他们保持敬业精神。此外，按照相同的标准支付男女薪酬可以显示出透明度，并有助于树立良好的品牌声誉。由于来自性别薪酬差距公式的数据可能有限，人力资源领导者必须深入挖掘，以确定是否存在性别薪酬差距以及存在差距的原因。人力资源领导者该如何缩小性别薪酬差距？缩小公司潜在的性别工资差距：考虑相关因素。1963 年的《同工同酬法》规定，雇主不得基于性别对员工进行歧视。雇主必须根据 "需要同等技能、努力和责任，且在类似工作条件下完成的工作......"，向男女员工支付同等报酬。为父母双方提供育儿假。一般来说，女性在生育或领养孩子后会比男性花费更多的时间来恢复身体并与孩子建立亲子关系。然而，通过为男性和女性提供平等的休假机会，女性可以选择如何平衡事业与家庭生活。制定透明的政策。择优加薪和晋升有助于提高透明度。对员工的成就、贡献和奉献进行评估，以鼓励公平对待。进行内部审计。分析工资单，检查是否存在性别薪酬差距。如果存在，请考虑是否涉及任何关键因素。职位是什么？员工是全职还是兼职？他们在公司工作了多久？调查你的员工。通过调查确定薪酬差距存在的原因。女性是否从事收入较低的工作，如果是，原因是什么？女性是否喜欢较少的工作时间或偏爱某些职位？或者，您是否可以帮助她们从事高薪工作？或许，L&D 计划可以为她们提供提升技能和获得高薪职位的机会。为什么消除性别薪酬差距应成为现代人力资源战略的一部分？在当今竞争激烈、以互联网为基础的商业世界中，道德实践和积极的公司品牌至关重要。在员工和客户中拥有良好声誉的企业更受青睐。透明的薪酬实践反映了一种人力资源战略，即鼓励每个人因其才能、技能、干劲和奉献精神而出类拔萃，而不是因为其性别。以下为文章原文： What is a gender pay gap? A gender pay gap is a difference in pay between men’s and women’s average salaries. To calculate the pay gap, take a group of men’s wages and a group of women’s wages, and compare the median of each. Since the Equal Pay Act of 1963, women’s earnings in the US have increased from $0.59 for every $1.00 a man earns to $0.82. Current data shows that the wage gap is minimal between ages 18-39, while it widens for women 40 and older. Why should HR leaders care about the gender pay gap? Paying people fairly is part of treating them ethically. Equal compensation opportunities can also attract talented professionals and keep them engaged. Moreover, paying men and women according to the same criteria shows transparency and contributes to a positive brand reputation. Because the data from the gender pay gap formula can be limited, HR leaders must dig deep to determine if and why there’s a gender pay gap. What can HR leaders do to reduce the gender pay gap? To reduce a potential gender wage gap in your company: Consider relevant factors. The Equal Pay Act of 1963 states that employers must not discriminate between employees based on sex. Employers must pay members of both sexes equally based on the “performance of which requires equal skill, effort, and responsibility, and which are performed under similar working conditions …” Offer parental leave for both parents. Generally, women take more time off than men following birth or adoption to recover and bond with the child. However, by providing equal opportunities for men and women to take leave, women can choose how to balance their careers with family life. Create transparent policies. Merit-based raises and promotions support transparency. Evaluate people’s accomplishments, contributions, and dedication to encourage unbiased treatment. Run an internal audit. Analyze payroll to check if a gender pay gap exists. If it does, consider if there are any crucial factors involved. What’s the position? Are the employees working full-time or part-time? How long have they been at the company? Survey your people. Determine why the pay gap exists through a survey. Are women working in lower-paying jobs, and if so, why? Do women prefer fewer hours or gravitate towards certain positions? Or is there something you can do to help them pursue higher-paying jobs? Perhaps an L&D program can give them the opportunity to upskill and land higher-paying positions. Why should eliminating the gender pay gap be a part of modern HR strategy? Ethical practices and a positive company brand are essential in today’s competitive, internet-based business world. People are attracted to working at organizations with good reputations among employees and customers. Transparent compensation practices reflect an HR strategy that encourages everyone to excel because of their talents, skills, drive, and dedication, not because of their gender.

术语表
2024年07月03日
术语表

【HR术语】什么是人才招聘专家？（What is a talent acquisition specialist?）什么是人才招聘专家？人才招聘专家是一种人力资源专业人员，专门负责寻找合适的人才来填补空缺职位，尤其是那些需要专业技能的职位。人才招聘专家通常在竞争高技能人才的快速发展行业工作。人才招聘专家做什么？他们参与招聘流程的每一个步骤，包括：在招聘网站上发布招聘信息在 LinkedIn 和其他网站上寻找潜在员工制定申请人筛选流程审核简历和申请选择面试者进行面试推荐聘用人选处理入职事宜人才招聘专家与招聘人员有什么区别？上述职位描述听起来可能与招聘人员非常相似，这可能会让您想知道这两个职位之间有什么区别。招聘人员侧重于为特定职位寻找和筛选合适候选人的短期过程。而人才招聘则更注重持续战略和提前规划，以确保空缺职位得到填补，并为新员工在组织中的长期成功和成长做好准备。此外，人才招聘专家通常专注于招聘高技能人才，如专家、领导者和未来的高管。人力资源领导为什么要关注人才招聘专家？优秀的人才招聘专家是现代人力资源团队的宝贵补充。在竞争激烈的市场中，雇主们都在努力用高素质的人才填补职位空缺，而合格且经验丰富的人才招聘专家往往是分担人力资源团队其他成员招聘压力的必要人选。虽然科技和医疗保健等竞争激烈行业的公司通常需要人才招聘专家，但人才招聘专家可以帮助任何领域各种规模的组织。他们可以帮助你招聘到拥有合适技能和经验、适合公司文化的人才，并帮助你实现招聘目标，比如拥有一支多元化的员工队伍。人力资源领导者如何才能招聘到合格的人才招聘专家？人才招聘专家可以极大地影响企业的未来。要找到合适的人才招聘专家并让他们获得成功，建议寻找具备以下资质的候选人：至少五年的人力资源和/或招聘行业经验人力资源学位和/或专业人力资源认证掌握当前就业法的最新知识具有申请人跟踪系统和人力资源信息系统方面的经验具有战略思维和前瞻能力，能够规划个人的职业发展轨迹；这也有助于填补未来的职位空缺了解公司品牌形象为什么人才招聘专家应成为现代人力资源战略的一部分？如果您曾经为寻找合适的人才填补对企业成功有重大影响的重要空缺职位而苦恼，那么您就已经知道为什么人才招聘专家这一职位必不可少了。聘用有能力的人才招聘专家可以帮助您实现招聘目标，为空缺职位引入高技能的候选人，并为组织的长期成功奠定基础。以下为文章原文： What is a talent acquisition specialist? A talent acquisition specialist is an HR professional who specializes in finding the right people to fill open roles, especially those that require specialized skill sets. Talent acquisition specialists often work in fast-moving industries that compete for highly-skilled talent. What does a talent acquisition specialist do? They’re involved at every step of the hiring process, including: Posting on job boards Sourcing potential employees on LinkedIn and other sites Developing applicant screening processes Reviewing resumes and applications Selecting interviewees Conducting interviews Making recommendations for whom to hire Handling onboarding What is the difference between a talent acquisition specialist and a recruiter? The above job description may sound pretty similar to that of a recruiter, which may lead you to wonder what the difference between these two roles is. Recruiters are focused on the short-term process of identifying and screening suitable candidates for a specific position. Talent acquisition is more focused on ongoing strategy and planning ahead to ensure that open positions are filled and that new hires are set up for long-term success and growth in the organization. Additionally, talent acquisition specialists often focus on hiring highly-skilled people such as specialists, leaders, and future executives. Why should HR leaders care about talent acquisition specialists? A good talent acquisition specialist can be an invaluable addition to the modern HR team. In a highly competitive market where employers struggle to fill vacancies with high-quality talent, qualified and experienced talent acquisition specialists are often necessary to take the stress of hiring off the rest of the HR team. Although companies in competitive industries like tech and health care typically require talent acquisition specialists, TA specialists can help organizations of all sizes in any field. They can help you hire people with the right skills and experience who are a fit for your company culture and help you meet hiring goals like having a diverse workforce. What can HR leaders do to hire qualified talent acquisition specialists? A talent acquisition specialist can significantly influence your organization’s future. To find the right talent acquisition specialists and set them up for success, it is recommended to look for candidates with the following qualifications: At least five years of industry experience in HR and/or recruiting A degree in HR and/or a professional HR certification Up-to-date knowledge of current employment law Experience with applicant tracking systems and HRIS Strategic thinking and the ability to look ahead and plan a person’s career trajectory; this also helps fill future vacancies Understanding of company brand identity Why should talent acquisition specialists be a part of the modern HR strategy? If you’ve ever struggled to find the right people to fill critical open positions with a significant influence on your organization’s success, you already know why a talent acquisition specialist role is essential. Bringing on capable talent acquisition specialists can help you meet hiring goals, introduce highly-skilled candidates for open positions, and set up your organization for long-term success

术语表
2024年07月02日

术语表

【HR术语】什么是临时员工？（What are temporary employees?）什么是临时员工？临时员工是指公司在有限时间内或为完成特定项目而聘用的人员。公司可以直接雇用临时员工，也可以通过临时工中介机构雇用临时员工。虽然临时员工没有资格享受医疗福利、带薪休假或退休金，但他们可以享受失业救济。他们的资格取决于各种因素，如之前的工作完成特定项目而聘用年限、之前的工资和失业原因。人力资源领导为什么要关注雇用临时员工？雇佣临时员工可以让公司保持一支蓬勃发展的员工队伍。根据行业的不同，人力资源领导者需要临时员工的原因也不尽相同，例如：在旺季加强员工队伍顶替休产假或伤残假的长期员工执行耗时或需要特定技能的项目临时员工还有助于提高灵活性--正式员工可以在必要时延长休息时间，而企业则可以保持生产率。此外，临时雇员就像一段约会期，在此期间，雇主和雇员可以在没有承诺的情况下熟悉起来。如果公司对临时员工的工作表现感到满意，可能会向其发出长期聘用的邀请。人力资源领导者如何才能成功管理临时员工？要有效管理临时员工，人力资源领导者可以参考以下建议：回归本质。临时员工需要具备相应的软硬件技能，才能顺利上岗。在寻找临时员工时，要注意寻找经验丰富、自信、足智多谋、具有良好沟通技巧的人。此外，还要确保了解当前的工作要求，并确保工作描述准确无误。概述工作参数。让临时员工签署一份合同，说明雇用期限、工资以及休息时间（如果是长期雇用）。向新员工解释协议内容，以帮助他们遵守协议并顺利度过雇佣期。指定专业人员管理失业申请。了解哪些团队成员负责管理失业申请。此外，如果贵公司雇用了临时工中介，则应确定是由临时工中介管理申请，还是由贵公司负责申请。签订保密协议。临时员工可能对公司并不忠诚，因此让他们签署保密协议以保护公司的敏感信息至关重要。做好背景调查。与法律团队合作，进行透明、合法的背景调查，以符合职位和行业的要求。制定背景调查政策，确保应聘者没有不良记录、不会泄露机密信息或以危险行为危害同事。为什么要将临时员工纳入现代人力资源战略？有策略地雇佣临时员工可以保持业务顺利运行。无论您是因为工作量波动还是团队成员长期休假而缺少人手，临时员工都能让您管理员工的工作量、支持员工的福利并保持健康的公司文化。以下为文章原文： What are temporary employees? Temporary employees are people a company hires for a limited period of time or to complete a particular project. Companies can hire temporary employees directly or through a temp agency. While temp employees aren’t eligible for health-care benefits, paid time off, or retirement funds, they can qualify for unemployment. Their eligibility depends on various components, such as the length of their previous employment, their previous salary, and the reason for unemployment. Why should HR leaders care about hiring temporary employees? Hiring temporary employees enables companies to maintain a thriving workforce. Depending on the industry, HR leaders may need temp employees for different reasons, such as: Beefing up the staff during peak seasons Replacing a permanent team member on maternity leave or disability leave Carrying out a time-consuming or skill-specific project Temporary employees also contribute to greater agility–permanent employees can take extended time off when necessary, and the business can maintain productivity. Moreover, temporary employment is like a dating period, during which the employer and employee can become acquainted without commitment. If the company is satisfied with the temp employee’s work performance, it might extend an offer for permanent employment. What can HR leaders do to manage temporary employees successfully? To effectively incorporate temporary employees, HR leaders can integrate these tips: Get back to basics. Temp employees need the appropriate hard and soft skills to hit the ground running. When sourcing temp employees, keep an eye out for experienced, confident, resourceful individuals with good communication skills. Also, ensure that you know the current job requirements and that the job description is accurate. Outline the job parameters. Have temp employees sign a contract that explains the length of employment, the salary, and the protocol for time off–if the temp employment is long-term. Explain the agreement to new hires to support compliance and a smooth employment period. Appoint a professional to manage unemployment claims. Know which team members manage unemployment claims. Moreover, if your company hired a temp agency, determine if just the temp agency is managing the claims or if your company is also responsible for the claims. Include a confidentiality agreement. Temp employees may not feel loyal to the company, so it’s crucial to have them sign a confidentiality agreement to protect sensitive company information. Do your background checks. Collaborate with the legal team to run a transparent and legal background check that’s appropriate for the position and the industry. Create a background check policy to ensure that candidates have a clear record, won’t disclose confidential information, or endanger their co-workers with dangerous behavior. Why should integrating temporary employees be a part of modern HR strategy? Strategically hiring temp employees can keep the business running smoothly. Whether you’re short on staff because of workload fluctuations or team members being on extended leave, temp employees allow you to manage people’s workloads, support employee wellbeing, and preserve a healthy company culture.

术语表
2024年07月01日
术语表

【HR术语】什么是回旋员工？（What is a boomerang employee?）什么是回旋员工？回旋镖员工是指离开公司后又被重新雇用，在相同或不同岗位上工作的专业人员。回旋镖员工的工作轨迹就像回旋镖的名字所代表的 V 形投掷棒一样。专业人士离开当前职位的主要原因如下：在其他公司发展事业追求激情应对重大生活变故季节性工作（尤其常见于酒店和零售行业）人力资源领导者为什么要关注 "回旋员工"？与上一代专业人士相比，千禧一代倾向于更换工作--60% 的人表示 "愿意接受不同的工作机会"。在过去的几十年里，重新接受前员工被视为禁忌。但在当前的就业文化中，"回流员工 "已被接受，甚至对雇主有利。雇用回流员工的好处有：熟悉公司文化和职位从外部工作经验中获得新技能减少入职时间和培训成本提高积极性和新视角回流员工有哪些利弊？如上所述，重新聘用前员工的一个最重要的优点是，他们能够提供对企业的熟悉感以及新的经验和技能。不过，雇佣老员工也有可能带来一些弊端，其中包括：如果他们离开时的条件并不理想，他们可能会给工作场所带来怨恨或不愉快的感觉如果政策或公司文化发生变化，回流员工可能难以适应这种变化即使有经验，回流员工也可能不是最佳人选如何最有效地处理 "回迁员工"？选择与 "回迁员工 "共事，就必须了解如何在整个员工生命周期内处理他们。在招聘、面试和入职时，以下是一些需要考虑的重要提示。了解哪些人适合成为 "回流员工"。并不是所有以前的员工都适合重新雇佣。在招聘 "回流员工 "时，应选择那些以良好的条件离开组织的员工，如出于个人原因或为了获得更多的工作经验。澄清事实。在面试过程中，重要的是了解员工离职的原因，以及他们是否带走了任何未解决的问题。重要的是，要解决并澄清任何问题，以便将来在组织中取得成功。敞开大门。通过保持与前任人才的关系，确保前任员工知道公司欢迎他们再次参加面试。关注重新融入。老员工入职与新员工入职同样重要。不要吝啬将回旋员工融入一个肯定会发生变化的团队和公司的过程。针对离职员工的面试问题有哪些建议？当然，回迁员工的面试与全新应聘者的面试有所不同。以下是一些面试问题，您可以用来了解前团队成员是否适合重新聘用。你之前为什么离开公司？离开公司后你在哪里工作？离职后你的技能有哪些提高？如果您回到公司工作，离职后的工作经验对您有哪些帮助？与以前的同事或经理之间是否存在未解决的问题？是什么原因让你想在这个时候重新加入公司？人力资源领导者如何促进 "回旋员工 "的成功融入？人力资源领导者可以利用这些做法鼓励员工接受并顺利融入绩优回迁员工：优雅告别。人力资源领导者可以实施离职计划，鼓励员工与雇主之间进行换位思考和坦诚交流。将离职面谈作为离职流程的一部分，可以让员工就需要改进的地方提供反馈意见。这不仅能让留下的员工更好地为公司服务，最终也能让未来潜在的 "回旋镖 "员工更好地为公司服务。跟踪员工记录。将相关的员工信息整理到申请人跟踪系统中，可以简化招聘和录用流程。人力资源专业人员可以查看员工过去的绩效评语以及与团队成员协同工作的报告。回流员工还可以获得病假、休假和任期，这些都可以从上一份工作转移到新岗位。建立校友群。在征得前员工同意的情况下，人力资源专业人员可通过社交媒体或电子邮件通讯促进校友会的发展。这样既能保持关系，又能让他们及时了解公司的变化。如果校友们想重新应聘，或者雇主决定提供工作机会，保持联系也会为他们敞开大门。对离职团队成员要有同理心。人力资源领导者可以在离职阶段为离职团队成员提供支持，从而保护与他们的关系。好的做法是为离职员工提供职业介绍服务，并在可能的情况下提供离职补偿金。离职员工被默认为品牌大使，因此善待和尊重他们不仅是正确的做法，也会使公司受益。创建积极的公司文化。人力资源专业人员可以建立积极的公司文化，鼓励员工和管理人员之间的合作、人际关系和感恩之心。一个友好互助的工作社区可以吸引更多优秀人才回归。注重质量。人力资源领导者只应设法重新聘用那些离开时条件良好的绩优员工，以便他们能够无缝地重新融入公司文化。同样重要的是，人力资源领导者应平等地考虑回流员工和新候选人--回流员工熟悉公司并不一定意味着他们就是最佳人选。回迁员工如何改善公司文化？表现出色的回迁员工可以为企业带来有益的技能、经验和热情。他们的回归可以提高士气，在工作场所创造共同的使命感，证明公司是一个非常适合工作的地方，即使员工离开了，也愿意回来。以下为文章原文： What is a boomerang employee? A boomerang employee is a professional who leaves a company and is rehired at a later point to work in the same position or a different one. Boomerang employees follow a circular trajectory like the v-shaped throwing stick they are named after. The main reasons professionals leave a current position are to: Further their career at another company Pursue a passion Cope with significant life changes Work seasonally (especially common in the hospitality and retail industries) Why should HR leaders care about boomerang employees? Millennials tend to change jobs more than professionals from earlier generations—60 percent report being “open to a different job opportunity.” In past decades, reaccepting an ex-employee was considered taboo. But in the current job culture, boomerang workers have become acceptable and even beneficial to employers. The advantages of hiring boomerang employees are: Familiarity with the company culture and the position New skills from external job experience Reduced onboarding time and training costs Increased motivation and a new perspective What are the pros and cons of boomerang employees? As mentioned above, one of the most important pros of rehiring former employees is their ability to offer familiarity with your organization along with new experience and skills. However, there are still possible cons to hiring boomerang employees, including: Their potential to bring a sense of bitterness or bad blood into the workplace if they left on less-than-ideal terms If policies or company culture have changed, boomerang workers may have difficulty acclimating to the changes Even with experience, boomerang employees may not be the best candidate for the role What is the most effective way to handle boomerang employees? The choice to work with boomerang employees requires an understanding of how to handle them throughout the employee lifecycle. When it comes to recruitment, interviewing, and onboarding, here are some important tips to consider. Know who makes a good boomerang employee. Not all previous employees are fit for rehire. When recruiting boomerang workers, aim to choose those who left the organization on good terms, such as for personal reasons or to gain more experience in the field. Clear the air. In the interview process, it’s important to understand why a person left and whether or not they took any unresolved issues with them. It is important to address and clear up any issues for future success in the organization. Leave the door open. Make sure that previous employees know they are welcome to interview again by maintaining relationships with previous talent. Focus on reintegration. Onboarding a former employee is as important as onboarding a new one. Don’t skimp out on the process of integrating a boomerang employee into what is certain to be a changed team and company. What are some recommended interview questions for boomerang employees? Naturally, interviews for boomerang employees are different than those you would have with brand-new candidates. Here are some interview questions you can use to understand whether a former team member might be a good fit for rehiring. Why did you previously leave the company? Where have you been working since you left the company? How have your skills improved since leaving? In what way will the work experience you’ve had since leaving the company help you if you return to work here? Are there any unresolved issues with your former co-workers or manager? What makes you want to rejoin the company at this time? What can HR leaders do to promote the successful integration of boomerang employees? HR leaders can use these practices to encourage acceptance and smooth incorporation of top-performing boomerang workers: Say a graceful goodbye. HR leaders can implement an offboarding program that encourages empathetic and honest communication between people and employers. Including an exit interview as part of the offboarding process allows people to provide feedback on areas in need of improvement. This can better the company for the remaining people and, ultimately, for potential future boomerang employees. Keep track of employee records. Organizing relevant employee information into an applicant tracking system can simplify the recruiting and hiring process. HR professionals can check past performance reviews and reports of employee synergy with team members. A boomerang employee can also qualify to receive sick days, vacation days, and tenure from the previous employment period that transfer to their new position. Build an alumni group. With former employees’ permission, HR professionals can facilitate an alumni group through social media or an email newsletter. This maintains the relationship and keeps them informed of changes within the company. Keeping in touch leaves the door open to alumni if they’d ever like to reapply or if the employer decides to extend a job offer. Have empathy for departing team members. HR leaders can protect relationships with departing team members by supporting them during the exit stage. It’s good practice to provide people you’ve let go with outplacement services and, if possible, a severance package. Departing employees serve as brand ambassadors by default, so treating them kindly and respectfully is not only the right thing to do, but it can also benefit the company. Create a positive company culture. HR professionals can build a positive company culture that encourages collaboration, interpersonal relationships, and gratitude among people and managers. A friendly and supportive work community can attract more top-performing people back. Focus on quality. HR leaders should only seek to rehire top-performing people who left on good terms, so they can seamlessly reintegrate into the company culture. It’s also essential that HR leaders consider boomerang employees and new candidates equally –just because a boomerang employee is familiar with the company doesn’t necessarily mean they are the best candidate for the job. How can boomerang employees improve company culture? High-performing boomerang employees can bring beneficial skills, experience, and enthusiasm to an organization. Their return can boost morale and create a shared sense of purpose in the workplace, proving that your company is such a great place to work that people want to come back even after departing.

术语表
2024年06月25日
术语表

【HR术语】什么是书面警告？（What is a written warning?）什么是书面警告？书面警告是雇主就员工的行为或绩效问题向员工发出的告诫。通常情况下，雇主在发出一次或多次口头警告后才会发出书面警告。书面警告的目的是什么？书面警告正式列出一个人的不当行为和相应的后果。警告反映了情况的严重性，同时也提供了时间和支持，以帮助专业人员改进。如果雇主确实需要解雇此人，书面警告可作为证据和理由。警告员工的正确方式是什么？在发出书面警告之前，先对其进行口头警告。您可以通过电话或在有其他经理在场的会议上这样做。如果问题仍然得不到解决，才考虑发出书面警告。您可以通过电子邮件发送书面警告，也可以通过人力资源部门或在私人会议上传达。员工警告通知应包括哪些内容？在撰写警告时，要确保简洁明了，对每项违规行为进行说明并编号。警告内容应包括：发生日期主管姓名人力资源代表姓名职位名称专业人员姓名最近口头警告的简要说明希望采取的改变行为的行动未能达到预期的后果公司关于警告期限（通常为 12 个月）和在员工记录中保留期限（通常为 6-12 个月）的政策上诉选择书面警告的例子有哪些？雇主通常会对以下情况发出书面警告：屡次迟到或根本不上班使用脏话或不当语言骚扰工作表现不佳滥用公司财产违反安全程序向员工发出书面警告有哪些技巧？起草和传达书面警告的方式会直接影响到个人和雇主。让我们来看看发出有效和专业警告的六个步骤：用清晰的语言陈述违规行为。这可以确保每个人都能理解违规行为，并避免任何法律上的混淆。将违规行为与员工手册中的相关公司政策直接联系起来。尽快记录违规行为。与几周后写成的文件相比，事发当时写成的警告具有更高的法律效力。无论警告的内容是什么，都要坚决执行--无论是解雇还是对持续的不良行为再次发出警告。确保一致性和透明度，使每个人都受到平等对待。如果相关，应审查 CBA（集体谈判协议），并邀请工会代表在发出警告时在场。为什么书面警告应成为现代人力资源战略的一部分？设定界限对工作场所关系至关重要。通过纳入书面警告，人力资源部门可以设定明确的边界线，让员工知道自己何时越界，何时需要改正。书面警告使公司能够建立并维持工作场所标准，同时也给员工机会改善不良表现或行为。以下为文章原文： What is a written warning? A written warning is an admonition employers give staff members concerning behavior or performance issues. Typically, employers send a written warning only after giving one or more verbal warnings. What is the purpose of a written warning? A written warning formally outlines a person’s misconduct and the corresponding consequences. The warning reflects the seriousness of the situation while also providing time and support to help the professional to improve. If the employer does need to let the person go, the written warning serves as evidence and grounds for termination. What’s the proper way to warn an employee? Before issuing a written warning, address the person with verbal warnings. You can do this over the phone or in a meeting with another manager present. If the issue still doesn’t resolve, only then consider a written warning. You can send the written warning by email, deliver it through HR, or during a private meeting. What should you include in an employee warning notice? When writing a warning, make sure it’s concise and straightforward, stating and numbering each infraction. The warning should include: Date of occurrence Supervisor’s name HR representative’s name Job title The professional’s name A brief account of the preceding recent verbal warnings Expected actions to change conduct Consequences for failing to meet expectations Company policy regarding the warning’s time frame (typically 12 months) and the length of time it remains on the employee record (usually 6-12 months) Option for an appeal What are some examples of written warnings? Employers typically send written warnings for: Repeatedly arriving late or not at all Using profanity or inappropriate language Harassment Poor work performance Abusing company property Violating safety procedures What are some tips for giving written warnings to employees? The way you draft and deliver a written warning directly impacts the person and the employer. Let’s look at six steps you can take to issue effective and professional warnings: State the infraction in clear language. This ensures that everyone understands the transgression and avoids any legal confusion. Draw a direct connection between the violation and the relevant company policy found in the employee handbook. Document the infringement as soon as possible. Warnings written at the time of the occurrence have higher legal standing than documents written up weeks later. Follow through with whatever the warning says—whether that’s termination or giving another warning for continuous poor conduct. Ensure consistency and transparency so that everyone receives equal treatment. If relevant, review the CBA (collective bargaining agreement) and invite a union representative to be present when giving the warning. Why should written warnings be a part of modern HR strategy? Setting boundaries is essential for workplace relationships. By incorporating written warnings, HR can set clear boundary lines that show people when they’ve crossed a line and need to clean up their act. Written warnings enable companies to establish and maintain workplace standards while also giving their staff the chance to improve poor performance or behavior.

术语表
2024年06月24日
术语表

【HR术语】什么是人力资源流程（What are HR processes?）什么是人力资源流程？人力资源流程是指支持员工生命周期和积极员工体验所需的基本战略。每个人力资源流程都遵循复杂的路径，需要根据具体参数和目标进行战略规划。虽然每个流程都有自己的程序，但所有流程都是相互依存的。人力资源流程有哪些例子？核心人力资源流程包括：人力资源规划招聘甄选招聘入职培训员工关系绩效考核福利管理绩效管理离职例如，让我们深入了解一下绩效管理，以了解流程是什么样的。绩效管理包括评估员工的生产力、效率和工作质量，同时通过辅导和培训提供绩效改进方案。作为一种人力资源流程，绩效管理包括以下内容：建立清晰的公司愿景制定切合实际的个人目标持续提供建设性反馈提供提高技能的机会要设计有效的绩效管理流程，人力资源部门必须首先确保领导层与各部门的组织战略保持一致，确保绩效管理制度可信、透明，并确保有适当的框架来完成流程的每个步骤。只有这样，人力资源部门才能着手开展绩效管理流程，即规划、检查专业人员的工作情况并审查他们的工作表现。人力资源领导为什么要关注人力资源流程？人力资源流程就像组织的动脉，为每个部门输送命脉，促进整个公司的健康发展。系统化的方法可以帮助人力资源领导者促进高效的流程，从而提高工作效率、员工保留率和工作参与度。人力资源流程和系统有什么区别？系统是由相互依存的流程组成的统一整体。人力资源管理系统包含所有人力资源流程，形成一个具有凝聚力的单元，从而使公司能够管理其员工队伍，为客户提供有价值的服务或产品。如今，大多数人力资源系统都以软件为基础，涉及数字自动化。什么是端到端人力资源流程管理？端对端人力资源流程管理是指人力资源部门负责自始至终执行每一个人事流程。流程管理是全面的，包括将每项任务分解为更小的步骤，以便流程能够顺利进行。例如，端到端的入职培训并不涉及人力资源团队必须在某个阶段完成的杂乱职责。相反，入职培训要求在流程开始和结束时采取一系列行动。初始阶段可能包括通过电子邮件向应聘者发出工作邀请、完成新员工文书工作以及发送信息欢迎包。相比之下，最后阶段可能包括通过电子邮件向团队经理发送入职日程表，以及为新团队成员安排欢迎会。人力资源流程自动化有哪些优势？人力资源流程自动化可协助公司完成人力资源流程，如招聘、雇用、支付、提高技能和离职。自动化使人力资源流程更上一层楼，同时还能改善以下方面：效率劳动力规划招聘留住员工员工体验遵守劳动法误差范围人力资源领导者如何有效管理人力资源流程？人力资源领导者可以在流程管理中采用以下方法：审查目标。人力资源领导者应定期检查流程目标与公司目标是否一致。通过提出一系列以目标为导向的问题进行重新评估，人力资源部门可以确保他们朝着预期的方向前进。让自动化发挥作用。人力资源技术自动化有助于流程更顺畅地运行。例如，团队成员和管理人员可以使用任务清单，而不是在待办事项清单上手写无数个项目。这样既能提醒人们自己的职责，又能方便地进行来回协作。在入职、离职和员工调动等流程中，技术自动化为专业人员之间的重要沟通提供了便利。在框架内保持灵活性。使用久经考验的管理方法可以帮助人力资源部门跟踪进展，找出需要改进的地方，并重新设计实践，以更好地发挥作用。虽然基于数据的框架提供了结构和指导，但人力资源部门是与人打交道的，因此必须留有灵活性、批判性思维和不同观点的空间。因此，在每个人力资源流程中，人力资源部门都必须不断评估其劳动力数据，以确保这些数据始终如一地准确反映员工的情况。倾听员工意见。关于人力资源部门如何更好地调整流程组件，员工可以提供各种建议、信息和经验。在开展员工满意度调查或绩效考核并获得多向反馈后，人力资源专业人员可以总结出如何在内部改进流程。管理完善的人力资源流程如何改善公司文化？无缝的人力资源流程对于持续提高工作效率至关重要。员工是任何公司最宝贵的资产，因此确保积极的员工体验至关重要。高效运行的人力资源流程可推动工作满意度、参与度和生产力的提高，这些都是健全的公司文化的关键要素。以下为文章原文： What are HR processes? HR processes refer to the fundamental strategies necessary to support the employee lifecycle and a positive employee experience. Each HR process follows an intricate pathway that demands strategic planning according to specific parameters and objectives. While every process involves its own procedures, all processes are interdependent. What are some examples of HR processes? The core HR processes include: Human resource planning Recruitment Selection Hiring Onboarding Training Employee relations Performance appraisals Benefits administration Performance management Offboarding Let’s take an in-depth look at performance management, for example, to understand what a process looks like. Performance management involves evaluating people’s productivity, efficiency, and work quality while also offering performance improvement options through coaching and training. As an HR process, performance management encompasses: Establishing a clear company vision Setting realistic personal goals Continuously providing constructive feedback Offering upskilling opportunities To design an effective performance management process, HR must first ensure alignment between leadership and each department’s organizational strategy, a credible and transparent performance management system, and an appropriate framework for completing each step of the process. Only then can HR get started with the performance management process of planning, checking in with professionals, and reviewing their job performances. Why should HR leaders care about HR processes? HR processes serve as an organization’s arteries, carrying the lifeblood to every department and nurturing company-wide health. Systemic approaches can help HR leaders promote efficient processes, thereby boosting productivity, retention, and engagement in the workplace. What’s the difference between HR processes and systems? A system is a unified whole made up of interdependent processes. An HR management system encompasses all HR processes, creating a cohesive unit so the company can manage its workforce and deliver valuable services or goods to its customers. Today, most HR systems are software-based and involve digital automation. What is end-to-end HR process management? End-to-end HR process management means that HR is responsible for carrying out every people process from start to finish. Process management is comprehensive, involving breaking down each task into smaller steps so the process can flow smoothly. For example, end-to-end onboarding does not involve a mishmash of duties HR teams must accomplish at some point. Rather, onboarding demands a sequence of actions to take at the beginning and end of the process. The initial stages could include emailing a job offer to the candidate, completing new-hire paperwork, and sending an informational welcome package. In contrast, the final stages may involve emailing the onboarding schedule to the team manager and scheduling a welcome meeting for the new team member. What are the advantages of HR process automation? HR process automation assists companies in their HR processes, such as recruiting, hiring, paying, upskilling, and offboarding their people. Automation brings HR processes to the next level while also improving: Efficiency Workforce planning Recruitment Retention The employee experience Compliance with labor laws The margin of error What can HR leaders do to manage HR processes effectively? HR leaders can incorporate the following methods into their approach to process management: Review objectives. HR leaders should regularly check that process objectives align with company goals. Reassessing by asking a series of goal-oriented questions allows HR to ensure they’re progressing in the desired direction. Let automation do its job. HR tech automation helps processes function more smoothly. For instance, team members and managers can use task lists instead of handwriting an infinite number of items on a to-do list. These remind people of their responsibilities while simultaneously allowing for convenient back-and-forth collaboration. Tech automation facilitates this crucial communication between professionals during processes such as onboarding, offboarding, and employee transfers. Maintain flexibility within the framework. Using tried-and-tested management methods can help HR track progress, pinpoint areas for improvement, and redesign practices for better functioning. While a data-based framework provides structure and guidance, HR deals with humans, so there must be room for flexibility, critical thinking, and differing perspectives. Thus, within each HR process, HR must continuously assess its workforce data to ensure it consistently and accurately reflects its people. Listen to your people. Individuals offer wellsprings of advice, information, and experience about how HR can better adjust process components. After running an employee satisfaction survey or a performance review with multi-directional feedback, HR professionals can glean how to improve processes internally. How can well-managed HR processes improve company culture? Seamless HR processes are essential for continuous workplace productivity. As people are the most valuable asset of any company, ensuring a positive employee experience is critical. HR processes that flow efficiently drive results that drive job satisfaction, engagement, and productivity—key elements in a robust company culture.

术语表
2024年06月21日
术语表

【HR术语】多元化管理的含义是什么？（What is the meaning of diversity management?）多元化管理的含义是什么？多元化管理是一种组织流程，用于促进工作场所的多元化和包容性。这一过程涉及在招聘、管理、培训等方面实施政策和战略。多元化管理的目标是促进公平和平等，发挥多元化组织的优势。多元化管理有哪些类型？多元化管理有两种类型：国内多元化管理：这是指在一个国家范围内管理员工队伍，为少数群体和新移民提供机会。跨国多样性管理：也称为国际多元化管理，指管理由来自不同国家的公民组成的员工队伍，要求组织考虑其运营所在国家的法律、习俗和文化。人力资源领导者为什么要关注多元化管理？研究一再表明，多元化是企业的重要资产。被认为更具多样性和包容性的公司，其业绩超过竞争对手的可能性要高出 35%，成为创新领导者的可能性要高出 1.7 倍。当多元化深入管理层时，其回报是收入增加 19%。为什么会出现这种情况？更多元化的员工队伍拥有更广泛的背景、技能和专业领域，这意味着他们可以带来更多更创新的想法。重视多样性和包容性的组织还能吸引更多的求职者： Glassdoor 的一项调查显示，76% 的人表示，在评估公司和工作机会时，多元化的员工队伍是一个重要因素。人力资源领导者如何才能在多元化管理方面取得成功？实现多元化员工队伍的第一步是聘用来自不同背景的员工。这意味着要制定包容性的招聘和录用方法，例如: 通过非传统人才库进行招聘实施反歧视的招聘程序，如匿名能力测试不寻求填补招聘配额，因为配额无法解决无意识偏见的问题但多元化管理不仅仅局限于招聘。它从组织文化、价值观和领导者的根基开始，涉及公司的方方面面。这意味着: 董事会、首席执行官和其他高层领导的承诺为有关多元化和包容性的公开、诚实、有时甚至是艰难的对话提供一个安全的空间对所有团队成员进行强制性的多元化和包容性培训工作中的多元化管理面临哪些挑战？虽然多元化管理至关重要，但也很难做好，因为它涉及敏感问题和更大的系统性问题。工作场所多元化管理面临的挑战包括：唯我独尊：拥有一支多元化员工队伍的愿望可能会导致被误导的人力资源领导者在人才管理中采取 "象征性 "做法，即公司根据员工的身份而不是他们的优点来聘用和提拔员工，这就失去了多元化管理的意义。人际冲突：由于组织中的人员来自不同的背景，有着不同的生活经历和观点，多元化的员工队伍有可能造成人与人之间的分歧和冲突，这就需要谨慎的管理以及高度的同理心和包容心。合作与沟通方面的挑战：拥有一支多元化的员工队伍的部分原因是他们的工作和沟通方式各不相同，因此促进有效合作成为关键所在有哪些多元化管理最佳实践？可以帮助人力资源领导者进行劳动力多元化管理的一些技巧包括：注重归属感。仅仅招聘多元化的员工是不够的。一旦你把员工招进来，你就有责任满足他们的需求，并提供积极的员工体验。这就需要积极为边缘化个人创造空间，让他们畅所欲言，创建社区，并就他们在贵公司的实际体验进行有意义的对话。超越招聘：多元化管理不仅仅是实现员工队伍的多元化。将目光从招聘转向整个员工生命周期，在绩效考核、职业晋升、奖励和表彰等方面致力于包容性实践。将同理心放在首位。富于同理心的领导力能带来更多的信任、透明度和参与度，50% 的人在与富于同理心的领导者共事时，工作场所的包容性会更高。如何设定多元化管理的目标和指标？多元化管理计划可以是定性的，但通过目标和指标跟踪其成功与否同样重要。需要跟踪的一些有用的多元化管理关键绩效指标包括：整个组织的多样性求职者人口统计不同员工群体的留任率和流失率员工净促进得分晋升和晋级率薪酬公平性员工资源小组的利用率与特定多元化管理战略（如多元化管理培训）的成功有关的指标为什么多元化管理应成为现代人力资源战略的一部分？在当今的环境下，多元化和包容性的工作场所不再只是一个 "不错的拥有"，而是一个 "必须"。它是必须的。真正的多元化管理就是要明白，多元化不仅仅是一个口号。要实现真正的多元化和包容性，你必须积极主动，而不是被动反应。这就是多元化管理举措的作用所在。简而言之，多元化管理是人力资源部门可以投入的最重要的工作之一。它可以提高员工满意度，丰富公司文化，提高员工忠诚度，并吸引顶尖人才。以下为文章原文： What is the meaning of diversity management? Diversity management is an organizational process used to promote diversity and inclusion in the workplace. This process involves implementing policies and strategies in hiring, management, training, and more. The goals of diversity management are to promote fairness and equality and leverage the advantages diverse organizations offer. What are some types of diversity management? There are two types of diversity management: Intranational diversity management: This refers to managing a workforce within a single national context to provide opportunities for minority groups and recent immigrants Cross-national diversity management: Also called international diversity management, this refers to managing a workforce comprising citizens from different countries and requires an organization to consider the laws, customs, and cultures in the countries in which it operates Why should HR leaders care about diversity management? Time and time again, research has demonstrated that diversity is a major asset to businesses. Companies identified as more diverse and inclusive are 35 percent more likely to outperform their competitors and 1.7 times more likely to be innovation leaders. When diversity reaches management, it pays off with 19 percent higher revenue. Why is this the case? More diverse workforces have a broader range of backgrounds, skills, and areas of expertise, meaning they can bring more and more innovative ideas to the table. An organization that prioritizes diversity and inclusion also attracts more job candidates: A survey from Glassdoor shows that 76 percent of people report that a diverse workforce is an essential factor when evaluating companies and job offers—and nearly one-third say they won’t apply to work at a company with poor diversity. What can HR leaders do to succeed in diversity management? The first step to achieving a diverse workforce is to hire people from diverse backgrounds. This means developing inclusive recruiting and hiring practices such as: Recruiting through non-traditional talent pools Implementing anti-discriminatory hiring processes such as anonymous aptitude tests Not seeking to fill hiring quotas, which do not address the problem of unconscious bias But diversity management goes beyond just hiring. It starts from the roots of an organization’s cultures, values, and leaders and touches every part of a company. This means, among other things: Commitment from the board, C-suite, and other senior leaders Providing a safe space for open, honest, and sometimes difficult dialogues about diversity and inclusion Mandatory diversity and inclusion training for all team members What are the challenges of diversity management at work? While diversity management is critical, it can also be difficult to do well, touching upon sensitive issues and larger systemic problems. Challenges of diversity management in the workplace include: Tokenism: The desire to have a diverse workforce can lead misguided HR leaders to take a “tokenism” approach to talent management in which companies hire and promote people based on their identity rather than their merits, something that misses the point of diversity management Interpersonal conflicts: With people in the organization coming from various backgrounds and bringing different life experiences and perspectives, a diverse workforce can potentially create disagreements and conflicts between people, requiring careful management and a high degree of empathy and inclusion Challenges with cooperation and communication: Part of having a diverse workforce is having various styles of work and communication, such that facilitating effective collaboration becomes key What are some diversity management best practices? Some tips that can help HR leaders with workforce diversity management include: Focus on belonging. It isn’t enough to hire a diverse workforce. Once you’ve brought people into your organization, it becomes your responsibility to meet their needs and provide a positive employee experience. This requires actively creating spaces for marginalized individuals to speak up, create community, and have meaningful conversations about the reality of their experience with your company. Looking past hiring: Diversity management isn’t just about attaining a diverse workforce. Look past recruitment to the entire employee lifecycle, committing to inclusive practices in performance reviews, career advancements, rewards and recognition, and more. Put empathy first. Empathetic leadership allows for more trust, transparency, and engagement, with 50 percent of people working with empathetic leaders experiencing higher workplace inclusion. How can you set goals and metrics for managing diversity? Diversity management programs can be qualitative, but tracking their success with goals and metrics is just as important. Some useful diversity management KPIs to track include: Diversity across the organization Candidate demographics Retention and turnover across employee groups Employee net promoter score Advancement and promotion rate Pay equity Utilization rates of employee resource groups Metrics related to the success of specific diversity management strategies such as diversity management training Why should diversity management be a part of modern HR strategy? In today’s climate, a diverse and inclusive workplace is no longer only a nice-to-have. It’s a must. Authentic diversity management is about understanding that diversity is beyond a buzzword. To achieve real diversity and inclusion, you must be proactive, not reactive. That’s where diversity management initiatives come in. Simply put, diversity management is one of the most important things HR departments can commit to. It can lead to greater employee satisfaction, an enriched company culture, improved employee loyalty, and the ability to attract top talent.

术语表
2024年06月20日

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