人力资源管理文献翻译学习与发展一个策略性人力资源发展计划Word文档下载推荐.docx

人力资源管理文献翻译学习与发展一个策略性人力资源发展计划Word文档下载推荐.docx

《人力资源管理文献翻译学习与发展一个策略性人力资源发展计划Word文档下载推荐.docx》由会员分享，可在线阅读，更多相关《人力资源管理文献翻译学习与发展一个策略性人力资源发展计划Word文档下载推荐.docx（9页珍藏版）》请在冰豆网上搜索。

专业、班级：

人力资源管理

完成时间：

Learninganddevelopment:

Astrategichumanresourcedevelopmentplan

Introduction

ThisHumanResourceDevelopment（HRD）PlanprovidesforastrategicapproachtolearninganddevelopmentwithinAFMA.Itprovidesaframeworkfortheidentificationofcorporateskillneeds,bothcurrentandforthefuture,andfortheidentificationandincorporationofthelearningneedsofindividuals.Theultimateaimandvisionisaworkforcethathastheskillsandknowledgetoundertakethetasksrequiredofstaff,andaworkforcethatiseagertolearnnewskillsinordertobeabletomeetfuturechallenges.Inotherwords,AFMAaimstobecomealearningorganization.

The2000CertifiedAgreementsetsoutAFMA'

spurposeandtheprincipleswhendealingwithstaff.Therelevantprinciplesareto:

∙attractandretain,developandmanagequalityemployees

∙maintainflexibilityinbalancingworkandfamilycommitments

∙meetdiverseclientneeds

∙beacceptingofchange

∙givevalueformoneywithinacostrecoveryenvironmentandwithinbudgetaryconstraints

∙beaneffectiveandefficientorganization

∙fosterandbecommittedtotwowaycommunication

AstrategicHRDPlanwillassistAFMAinachievingitspurposeandpursuingitsobjectivesasanorganization-anorganizationthatmustdemonstrateitsvaluetogovernmentandindustry,andensurethattheabovevaluesandprinciplesareadheredto.HRDcannotachievetheprinciplesbyitselforinisolationfromotherhumanresourcepracticesandpolicies-itisoneofthefoundationsthatanorganizationisbuiltuponandnottheonlyfoundation.ItmustsupportAFMA'

sCorporateandAnnualOperationalPlans,beconsistentwiththeHumanResourcesPlanandbecomeanintegralpartofAFMA'

sbusinessenvironment.Thisrequiresacommitmentfromallstaffforittobeeffective,acommitmenttoidentifyareasrequiringdevelopmentandacommitmenttoactioninordertoaddresstheseidentifiedneeds.

ThePlanmustrecognizeandalignwithdiversitymanagementprinciples.Theseprinciples,whichincludeequalemploymentopportunity,arefurtherdevelopedandexplainedinAFMA'

sDiversityManagementPlan.Itmustalsoprovideabackgroundwherebystaffwhoarelessthanfullyeffectivecanbesupportedinaddressingtheareasidentifiedasrequiringdevelopment.

Legislatively,theFisheriesAdministrationAct1991alsorequiresAFMAtodevelopandimplementaHumanResourceDevelopmentPlan.

WhatisHRD?

HRDgoesbeyondthetraditionalconceptsoftraininganddevelopmentthroughcoursework.Itshouldlookatthemethodsthataremostappropriateforachievingthedesiredlearningandencompassesandincludes,butisnotlimitedto,on-the-jobtraining,placements,rotations,research,seminars,mentoring,coachingandstudy.Indeed,withoutthisbroaderframework,mosttrainingendsupaswastedmoney.

Atraditionaltrainingcourseisnotalwaysthemostappropriatemethodoflearninganditisoftenthecasethatthepotentiallearningthatthestaffmemberissupposedtohavegainedarequicklylostduetoalackoffollowuportheopportunitytopracticethelearningandcementtheknowledgetransfer.Managersmustprovidestaffwiththeopportunitiestopracticeanddiscusswhattheyhavelearnt.Thefollowuptolearningrequiresbothmanagersandstafftoplanhowthiswillbeundertaken-forwardplanningensuresthatno-oneisforgotten.Althoughimportantinallorganizations,itisespeciallytrueinasmallorganizationwhere"

repeat"

trainingisnotfinanciallyfeasible.

Managers,therefore,mustidentifythemostappropriatemethodoflearning.Thismayrangefromtheuseoftraditionaltrainingcoursestointernaldiscussionsorseminars,fromrotationalopportunitiesandmentoringtoincludingjunior/newstaffsothattheycanobservemoreexperiencedstaffatmeetings.Notalllearningmethodscostmoney-sometimesit"

only"

requireslateralthinkingandanexpenditureofeffortandminorinconvenience.Furtherstudyisanimportantcomponentofalearningorganization'

srepertoire.AFMAiscommittedtosupportingstaffintheirdesiretoundertakeappropriatestudiesandhasaseparatestudypolicytoaddressthisissue.

AFMAhasacommercially-orientedworkenvironmentrequiringstaffwhoareclientfocusedandoutcome-oriented,abletorespondquicklytounforeseenchanges,andabletodevelopoptionsforactionthroughnegotiation,liaison,andskilfulcommunicationaswellasrecoursetoregulation:

∙AFMAisanorganizationinwhichstaffneedtobemulti-skilled,flexible,adaptable,innovativeandabletothinklaterally.Staffneedtotakeanactiveandleadingroleindevelopingpolicies,managementandadministrativearrangementswhichensurethepursuitofAFMA'

sobjectives

∙theoperationalcontextrequiresempathywithstakeholdersacrossmanyarenas-environmental,social,political,scientificandindustry.

HRDassistsAFMAtodevelopandretainhighlyskilledpeoplewhoaremotivated,innovativeandflexible.AFMAisstrivingtobecomealearningorganization,whereHRDisanacceptedpartofindividualandorganizationalresponsibilitiesandpeoplearecontinuallylearning.AchievingthiswillassistAFMAtoremainasuccessfulanddesirableemployer.

Howwillweachievethis?

Inordertoachievetheaimofaskilledworkforcethatisresponsivetochange,currentandfutureskillsgapsneedtobeidentified:

∙CurrentskillsgapsarethoseskillsandabilitiesthatAFMAneedsinitspeoplenowbutareeithermissingorneeddevelopmentforfullyeffectiveperformance.AFMA'

sPerformanceRecognitionSchemewillassistwiththeidentificationofthosestaffwhoseskillsrequiredevelopment

∙FutureskillsgapsarethoseskillsandabilitiesthatAFMAwillneedinthenexttwotofiveyears.Byidentifyingthemnow,AFMAcanstarttoaddresstheneedsinastructuredandcosteffectivemanner.Oncetheneedshavebeenidentified,individualsmustbeassessedastotheirlevelofcompetenceandappropriateactioncommenced

Theseskillsgapsarefurtherbrokendownintocorporateandjob-specifictrainingneeds:

∙Corporatetrainingneedsarethoseskillsthatareapplicableacrossmostoralloftheorganization

∙Job-specifictrainingneedsarethoseskillsthatarespecifictoaparticularareaorpositionelegiacskills,fisheriesmanagement

Therearefivestreamsofidentifiedlearningcompetencies.Thesestreamsare:

Ø

managementandleadershipskills（bothexistingandpotentialmanagers）

generalskills

informationtechnologyskills

communicationskills

job-specificskills

Astructuredprogram,basedonthesegroupsandstreams,willbedevelopedsothatstaffshavetheopportunitytolearninamannerthatisappropriateandcosteffective.

AFMAalsorecognizestheimportanceofpreparingstafftoundertakehigherlevelwork.Thisisimportantfromasuccessionplanningperspectiveaswellasensuringthathighperformancecapabilitiesaredeveloped.AchievingthiswillbenefitbothAFMAandstaff.Thestreams,therefore,willaddressnotonlytheskillsrequiredforthecurrentlevelbutalsothoseskillsthatmaybeneededforeffectiveperformanceatthenextlevel.

Otheractivitiesthatsupportthelearninganddevelopmentofstaffinclude:

∙Therecognitionthatkeepinguptodatewithdevelopmentsinourfield/sisanimportantcomponentoflearning.BuildingactivitiessuchasliteratureresearchintostaffworkplansrecognizesthatitisavalidpartoflearningandofimportancetoAFMA.

∙Thecreationof"

forums"

todealwithspecificchallenges/problemscanhelpwiththedevelopmentofstaffaswellasexposingstafftootherideas.Themanagermeetingshavestartedthisprocessbutextendingthisconcepttootherstafforusingtheconcepttobrainstormorgainconsistenciesinapproacheswillbeofvalue.

∙A（two-monthly）in-houseseminarseries,targetingdevelopmentsinissuesrelevanttoAFMAallowsforthegreaterdisseminationofinformationandincreasestheeffectivenessofcommunicationchannels.TheseseminarsmaybedeliveredbyAFMAstafforbyexternalspeakers.

∙Thedevelopmentopportunitiesforstaffareimportantbutcanbetooexpensiveforindividualprograms/fisheriestosupport.ThecreationofacorporatedevelopmentfundwillallowstafftoenjoytheseopportunitiesandaccruethebenefitsforboththemselvesandAFMA.Staffwillbeinvitedtonominateproposalsonanannualbasisandthesewillbejudgedontheirvalue.Developmentopportunitiescouldincludeoverseasvisits,conferencesandfulltimestudy.

学习与发展

一个策略性人力资源发展计划

导言

这种人力资源开发（人力资源开发）计划，提供了一种战略方针，应用于学习和发展。

它提供了一个框架，以便识别目前和未来公司的技能需要，以及确定并纳入个人的学习需要。

公司员工的最终目标和理想是做一个有技能有知识，负责任的，有劳动力的，渴望学习新的技能的工作人员，以便能够应付未来的挑战。

换句话说，就是组织公司员工成立一个学习组织。

2000年认证协议规定了美国光纤厂商协会在处理与工作人员相关工作的宗旨和原则：

•吸收高素质员工，使他们留下来并培养和管理他们。

•在工作和家庭的承诺上保持平衡和弹性。

•满足客户的多样化需求。

•接受新事物。

•收回成本的环境和内部的预算限制，要做到物有所值。

•成为一个有效率的组织。

•双方都要用真心去沟通，交流。

在法律上，1991年，渔政管理法制定和实施了人力资源开发计划。

一个战略性人力资源开发计划协助美国光纤厂商协会实现其作为一个组织必须表现出来的价值，为政府和工业界服务，并确保上述价值观和原则得到遵守，实现宗旨和追求的目标。

由于事件本身或孤立于其他人力资源管理的实践和政策才导致人力资源开发不可能实现，即这一原则是建立一个组织的基础，但不是唯一的基础。

营商环境必须支持企业及年度业务计划，与人力资源计划，成为不可分割的整体。

我们需要一个有决心，能够领导所有工作人员，确定地方真正的发展需要，并能够解决需要。

该计划必须被承认，并配合多元化的管理原则。

在这些原则中，其中包括采取多样化管理并给与员工平等的就业机会，员工也必须提供背景资料，以便工作人员有效的解决地区的发展需要。

什么是人力资源开发？

人力资源开发已超越了传统观念的培训和发展课程。

由于有了人力资源开发这个大的框架，不会浪费员工的金钱，它包括研究，讲座，辅导和训练，它不仅限于对在职人员的培训，还帮助大多数受培训人员到它们适合的工作。

传统的培训课程是在很小的组织下进行重复性训练,这并不是最适合的学习方法,没有前瞻性,使员工不能迅速进步,不能在实践工作中举一反三,后续工作麻烦,需要管理人员制定具有前瞻性的计划,对员工做出承诺。

因此，经理人需要在公司内部开研讨会,从传统的培训课程中得到启发，研究并制定政策，解决员工不能横向思维的困难,使员工花最少的钱得到最好的培训。

给他们观察和实践的机会，在具有商业导向的工作环境中，要求工作人员，能够在不可预见的变化中迅速做出反应，并能够与客户进行沟通，这需要他们做到以下条例：

一个组织中的工作人员必须具有多种技能，灵活，适应力强，具有创新性，并能够进行横向