Help me to finish my human resource management homework(thesis)I’m a student in the university .Now I have a HR homework ,it’ll cost me a lot of time ,and I have something else important to do ,so I have no time for it .Help me to finish it.I wil

Help me to finish my human resource management homework(thesis)I’m a student in the university .Now I have a HR homework ,it’ll cost me a lot of time ,and I have something else important to do ,so I have no time for it .Help me to finish it.I wil
Help me to finish my human resource management homework(thesis)
I’m a student in the university .Now I have a HR homework ,it’ll cost me a lot of time ,and I have something else important to do ,so I have no time for it .Help me to finish it.I will very appreciate you .If I could,I'll add more point to you.
Form:
This is a library study of … It consists of … parts.A brief introduction is given in the first part of this study.Part two concerns itself with … … forms the focus of part three.Part … ends the whole paper with the conclusion(s) that …
Title :strategic and human resource planning
Then finish the thesis.
It will help me a lot.Thank you
More than 2000 words,you can search it on the network station,I think it's not so difficult.If necessary ,send me an e-mail.

Help me to finish my human resource management homework(thesis)I’m a student in the university .Now I have a HR homework ,it’ll cost me a lot of time ,and I have something else important to do ,so I have no time for it .Help me to finish it.I wil
战略性的人力资源规划常常被混同于操作性的人力资源计划.一直以来,我们所做的“人力资源规划”大多表现为一种狭义的、执行性的人力资源计划,而不是为整个人力资源战略管理提供指导的规划.尽管“规划”和“计划”只是一字之差,但含义和结果却大相径庭.
真正的战略性人力资源规划应该是,为配合企业整体战略的达成而进行的人力资源的选择、配置、使用、开发和管理的规划,是企业人力资源管理的起点.其侧重点是人力资源管理政策的调整和各项人力资源管理职能工作重心和指导方针的确定.这样,才能统筹协调、综合运用各项人力资源管理职能,以保证公司人力资源规划的实现,从而为公司整体经营战略的实现提供有力的保障.
因此,要在恢复人力资源规划在公司人力资源管理中的战略主导和战略统帅地位的基础上,系统思考人力资源规划的战略适应性、战略前瞻性、战略促进性和战略成长性等多重问题.
适应性思考：支持企业不同发展阶段的战略调整出处 中华英才网
“良将用兵若良医用药,病万变,药亦万变.”由于企业所处的内外部环境总在不断发生变化,企业的战略变革和战略调整就成为必然.因此,战略性的人力资源规划必须能够及时做出反应,以支持企业战略的变化.出处 中华英才网
一般来讲,导致企业战略调整和变革的因素主要有两个方面：一是企业成长周期中阶段性矛盾的变化；二是企业竞争环境发生的突然变化.由于第二种变化的发生具有很大的偶然性和不可预料性,限于篇幅,这里仅就企业正常成长周期中的战略变化来讨论相应的人力资源规划的调整.
在讨论人力资源规划如何为企业不同发展阶段的战略提供支持之前,首先需要考虑清楚一个问题：企业战略变化对人力资源规划的核心要求是什么?出处 中华英才网
不同企业战略会对企业人力资源必备的战略素质及其配置结构提出不同要求,进而对人力资源开发管理的各个职能与工具提出不同要求和侧重点.因此,从战略适应性的角度看,人力资源规划的核心是要考虑如何充分运用各种人力资源开发管理工具（组织结构设置、岗位职能调整、员工招聘、员工培训、绩效考核、薪酬体系设计等）来获得、培养、使用、激励员工队伍,从而使之满足企业战略对员工能力素质、思想观念和行为模式等方面的要求,并能够充分发挥各自的潜力,为企业战略的达成服务.具体来说：
创业阶段,生存是企业的第一要务.凝聚人心和业务导向是这个时期企业战略的关注点.因此,人力资源规划就应该侧重在“魅力型”领导和“专家型”业务人才的选拔、培养、使用和激励上.那种能够利用个人魅力吸引员工的人和那些能够独立完成哪怕是很艰难任务的“侠客型”的人,才是人力资源发展的重点对象.联想在发展初期通过对杨元庆、郭为、孙宏斌这些虎将的大胆任用,以及对倪光南的“造神运动”,而带来的企业大发展,可以说就是一个明证.出处 中华英才网
成长阶段,发展是硬道理.组织扩张和有序管理并重是这个时期企业战略的关注点.因此,人力资源政策规划的侧重点就应该从过分强调企业家精神和个人英雄主义转变到规范化、职业化管理上来.此时,那种能够带领属下冲锋陷阵的“将军型”人才以及能够帮助公司实现管理正规化的“职业经理人”就成为公司最需要的人才.比如：在创业阶段,万科选人、用人基本上就是凭借王石和万科高管们优秀的个人判断和直觉.但是,有这种“火眼金睛”的人毕竟是稀缺资源.随着万科的快速发展,这种方法已经不能满足企业的人力资源配置需求.因此,万科及时在自己人力资源发展规划中提出了专业化、精细化的战略要求,并引入了具体的专业化管理工具——“人才资质模型”,并把它逐渐发展成为包括“万科通用资质模型”、“万科领导力资质模型”及“销售”、“设计”、“工程”、“客户服务”等六个分专业的系列资质模型体系.正是由于这种未雨绸缪的安排,才使得万科不仅满足了自己企业发展对人才的需求,而且还向其它房地产企业输出了很多的优秀人才,因此万科也才有“房地产界的黄埔军校”的美誉.
成熟阶段,企业需要从胜利走向胜利.这个时期企业战略的关注点有两个：第一个是如何深化自己的管理水平并将其塑造成为企业的核心竞争力；第二个,也是更重要的一个,就是如何为自己未来的战略发展变化做好充分准备.因此,对那些能够帮助企业进一步深化人力资源管理水平的“专才”和能够审时度势、临机应变、制定企业长远发展战略的“帅才”的培养就成为这一阶段人力资源规划的主要战略目标.而且,随着企业“帅才”、“将才”队伍的日益成熟,人力资源规划的重点还应该进一步转变到,如何为企业的中长期发展战略进行更好的人才准备上来.出处 中华英才网
从深化人力资源管理水平的角度看,这个阶段,会有一些新的课题出现.比如,企业规模的扩大和员工队伍多样性的加强所带来的协调配合问题,就成为影响人力资源发展的突出问题了.在一个迅猛发展的组织中,神经末梢越来越发达时,神经之间的交流可能就不那么频繁了.企业就需要在自己的人力资源发展规划中注意不同类型员工的性格、兴趣、素质、结构与组织战略、组织岗位的匹配；注意加强对员工的沟通、培训,强调员工思维方式和行为模式的规范性和一致性；注意塑造强有力的企业文化,增强员工的组织性,提高整体战斗力,从而推动组织继续成长.出处 中华英才网
衰退阶段或者说后成熟阶段,需要的是摆脱历史的包袱,抵制官僚主义的侵蚀,同时为企业注入更多更新的活力,以实现企业的“再生”.战略方向的调整就成为这个时期企业战略关注的重点.在这种状况下,人才的更新换代就成为人力资源规划的重要工作内容.为了配合公司新战略的顺利实现,人力资源的整体规划需要重新进行系统的调整.人力资源部门从一开始就要深入到新战略的规划中,充分理解新战略对人力资源管理工作的要求,并在规划中紧密围绕新战略的要求,重新考虑企业的组织结构、业务流程、岗位职能和人员更迭、岗位评估、绩效考评和薪酬激励等各项人力资源管理工作的安排,以促进人力资源的发展.比如,当联想提出由产品制造型企业向服务型企业转型时,他们的人力资源规划中就对考核和激励方式做出了相应调整.在为IT服务员工确定薪酬时,首先调整了市场比较的对象；然后调整了考核时间,使之不再像以往那样按季度进行,而是按项目周期开展；最后调整了能力素质设计,对员工的能力素质进行多维度的综合考评.出处 中华英才网
前瞻性思考：为企业中长期发展未雨绸缪
战略的特性之一是它的前瞻性和方向指引性.因此,为了给企业未来的发展提供指引,一般公司会制定企业的中长期战略发展规划.为此,企业的人力资源规划也必须根据公司中长期发展规划的要求,制定人力资源的中长期发展规划,并且分解细化到每个年度的人力资源发展计划中,为企业的中长期发展未雨绸缪.
前面讨论的是人力资源规划对公司战略发展的动态分解和支持；与此对应的还有静态分解和支持,它的核心工作就是要围绕“两个核心”（核心人才和核心能力素质）进行多层次、多梯队的人力资源建设体系的规划,以支持公司中长期战略的实现.限于篇幅,这里重点讨论领导力建设的问题.
新战略应对的是新情况和不确定性.所以,它的实施往往需要领导能力做支撑.但是,很多缺乏战略性人力资源规划思维的企业往往在战略举措推行之前,不能系统评估领导能力,因而常常导致企业核心管理团队的成员,在最后一刻还在忙于弥补差距.长此以往,公司将陷入恶性循环：好的领导要么工作量过大,要么疲于应付各种临时任务,从而导致留给年轻人才的培养时间越来越少.到了他们要交接管理权的时候,就只能面对一些经验不足、准备也不足的接班人,最终可能导致公司的现行业务与未来战略发展,因人才匮乏而处于危险的境地.出处 中华英才网
因此,战略性人力资源规划就要求公司能够将领导能力作为人力资源规划的发展重点来配合公司的中长期战略发展的要求.一般来说,需要在以下三个时间段的框架下规划领导力建设问题.
◆长期人力资源规划出处 中华英才网
长期规划的目的是为配合公司未来3?5年长期战略目标的实现进行人才储备.一家韩国消费品公司计划在五年后,将其核心业务扩张到日本.为此,他们制定了正式的领导平台建设规划.并且在扩张计划实施前五年就雇用了职业经理人,然后将他们和日本的友好合作方以工作交换的形式派到日本,训练他们如何在日本运作,进而在日本组建起了一支由韩国人组成的领导团队.五年后,公司实施扩张时,他们在18个月内就成功地进入了日本这个以封闭著称的成熟市场.
◆中期人力资源规划
中期规划主要考虑为未来1?3年的发展培养领导人才,以适应公司内部某些特定的职位.这就需要首先确定未来担任领导职位的人才所需具备的技能、工作方式与思维方式.比如,随着海尔集团的逐步壮大,他们意识到越来越需要一批具有长远眼光、能把握全局、对多个领域了如指掌的优秀人才.针对这种情况,海尔在人力资源规划中明确提出了“届满要轮流”的领导力培养原则.核心人才在一定的岗位上任期届满后,由集团根据总体目标并结合个人发展需要,调到其他岗位上任职,以培养全面发展的领导人才.
◆短期人力资源规划出处 中华英才网
短期规划一般表现为年度工作计划,它主要解决的是如何满足现实工作中的领导力需求问题.其实,工作是最好的老师.挑战性的实际工作与不断拓展的任务领域是培养领导人最好的工具.根据企业的业绩目标与个人的发展目标,来给现任或潜在的领导提供恰当的工作平台和实现业绩突破的机会,不但对实现公司业绩目标非常关键,而且对培养实战型领导人才也非常重要.
促进性思考：搭建人才成长和绩效实现的平台
战略性人力资源规划关注的核心问题,即通过搭建有效的绩效管理平台,让员工在工作中不断成长,从而促进企业战略的实现.正是出于这样的考虑,摩托罗拉提出：“人力资源管理=绩效管理”.
完整、有效的绩效管理平台如图一所示.出处 中华英才网
从图一可以看出,企业战略绩效管理体系,其实是将部门和个人的努力与企业战略目标和经营计划相连接的过程.它的核心目标是员工个人综合技能和个人绩效的提高,以及公司经营目标的实现.而国内很多企业的绩效管理还仅仅停留在绩效考评的层面上,没有建立真正的绩效管理体系.这样就很难提高企业的系统执行力,也难以给员工一个良好的成长和提高的发展平台.
因此,战略性人力资源规划就必须对如何运用人力资源管理工具构建企业的战略绩效管理体系提出自己的指导方针和工作重点.我们可以把对绩效管理体系的建设要求概括为“一个中心,四个着眼点”.
所谓“一个中心”,就是以企业的战略目标和经营计划为中心,使人力资源的开发管理与企业运营的具体实践相结合,而且需要各个部门的经理都要承担起人力资源开发和管理的职责.只有这样才能让人力资源规划落到实处,并真正为经营战略的实现服务.
所谓“四个着眼点”,是指绩效管理体系的四个运作环节：目标分解与行动计划、责任分配和考核指标、绩效质询与绩效辅导、业绩评估和薪酬激励.
在目标分解与行动计划制定阶段,需要人力资源部门提供目标管理和计划制定方面的技术性支持和过程管理.在摩托罗拉,每年年初,人力资源部门都会负责指导和协调各个部门把公司总的战略目标、部门的业务目标、以及个人职业发展目标三者结合起来制定绩效目标并拟定具体的行动计划.
在责任分配和考核指标设定阶段,需要人力资源部门确立以流程为中心的组织结构和岗位职责体系,并进行关键业绩指标（KPI）方面的制定和调整.关键业绩考核指标（KPI）的制定要突出公司战略对员工能力强化的方向和重点方面的要求.比如,当联想提出由产品制造型企业向服务型企业转型时,他们的人力资源规划中就对岗位价值和考核指标权重做出了相应调整.
在业绩质询与绩效辅导环节,需要人力资源部门向各个部门经理提供如何进行有效的业绩质询、面谈辅导等方面的培训.这个环节的核心在于,一方面能够把业绩管理从事后控制转变为事中控制或事前控制；另一方面,则有助于各级管理者对员工的不足及时提出反馈,促进其成长.
在业绩评估和薪酬激励阶段,需要人力资源部门向各部门经理提供绩效评估的方法和培训,沟通并实施相应的薪酬激励方案.通过业绩评估和薪酬激励来帮助员工明确自己的发展目标和改善方向,并为员工的不断改善提供动力.
成长性思考：建立人力资源规划中的开发机制
美国管理学家詹姆斯·C·柯林斯在《基业长青》一书中曾经提出过基业长青的一个核心原则：“造钟”而不是“报时”.战略性的人力资源规划也必须立足于“造钟”而不是“报时”.
“造钟”就意味着要建立一个人力资源的选拔、开发、成长和更新的管理机制.正如联想在自己的人力资源开发中提到的“项链理论”中所述：人才竞争不在于把最大最好的珠子买回,而是要先理好自己的一条线,形成完善的管理机制,把一颗颗珍珠串起来,串成一条精美的项链.而没有这条线,珠子再大再多也还是一盘散沙.没有良好的人力资源管理机制去形成强有力的企业凝聚力,仅仅依赖高薪恐怕也很难留住人才.
“造钟”机制的形成和成功运用还在于要建立一套包括总体政策、具体制度和一系列配套措施在内的制度体系.由海尔倡导并经联想等企业发扬光大的“赛马不相马”的人才培育机制就是典型的代表.这种机制认为,企业不缺人才,人人都是人才,关键是将每一个人所具备的最优秀的品质和潜能充分发挥出来.为了把每个人的最为优秀的品质和潜能充分开发出来,就需要“变相马为赛马”,建立一个立足于市场经济的人才竞争机制.
人力资源规划对人力资源部的要求
现代企业管理中的人力资源部,在公司中的定位将日益偏向于公司高级管理层的战略伙伴.但要真正成为企业的战略伙伴,人力资源部必须从战略的高度不断地对公司整体人力资源进行规划,促进公司的短、中、长期战略的有效实现.
人力资源部自身的发展,直接决定了整个企业人力资源开发管理的水平和战略性作用的发挥.所以,战略性人力资源规划必须纠正那种眼光单纯向外的传统思路,培养那些具有战略思维、熟悉企业战略管理体系、了解企业业务经营、深刻领会人力资源管理使命、熟练掌握人力资源开发管理技能的人力资源规划和管理人才,而这本身就应该成为战略人力资源规划的重要内容之一.
当然,人力资源管理并不仅仅是人力资源管理部门的事.毕竟,人力资源规划和企业战略的实现必须融入到企业的日常运营中,而且需要高度依赖各级经理的共同努力.因此,战略性人力资源规划必须要考虑建立一个在决策层、一线经理和人力资源管理部门之间科学分工、密切协作的三维立体管理模式.明确从最高决策层到各个部门的直接主管在人力资源规划、开发、管理方面的权力与职责,使他们直接参与到各项人力资源政策的落实中来.出处 中华英才网
“罗马不是一天建成的”.同样,人力资源规划战略性地位的形成也需要人力资源管理工作者的不懈努力才能获得.当具备了战略性的思维,掌握了人力资源规划的战略性思考要点,我们就有理由相信：这一天终将会到来. Strategic human resource planning are often confused with workable human resources plan. All along, we have done, "human resources planning," mostly to a narrow implementation of the human resources plan not providing guidance for the whole of the strategic management of human resources planning. Despite the "planning" and "plan" is nearly identical, but the meaningnd the result was very different. The strategic human resource planning should be real, The overall strategy to meet the human resources and reached the choice, distribution, use, development and management of the planning, Human resources management is the starting point. The focus is on human resource management policies and the adjustment of the focus of human resources management functions and guidelines established. This can coordinate, and make comprehensive use of various human resource management, human resource planning in order to ensure the achievement of the company. for the realization of the company's overall operating strategy to provide effective protection. Therefore, in order to restore human resources planning in the company's strategic management of human resources and strategic position on the basis of the commander-in-chief, Thinking of strategic human resource planning system adaptability, strategic vision and strategic growth strategies for multiple issues. Adaptive Thinking : support enterprises in different stages of development, the source of China's Talents network strategy "will be good if the Doctor using medication, the patient changing, medicine is changing. "As a result, the total located in the external and internal environment changes constantly. changes in business strategy and strategic restructuring has become inevitable. Therefore, strategic human resource planning to be able to respond in a timely manner to support the corporate strategy changes. Source China's Talents Generally speaking, and led to changes in the business strategy has two main factors : First, changes in business growth cycle phase contradictions; Second, enterprises sudden changes in the competitive environment. The second change occurred because of the unpredictable nature and great chance, and space is limited. only normal growth cycle here enterprises to corresponding changes in the strategic human resource planning adjustments. During the discussion of human resources planning strategy on how to support enterprises in different stages of development, First problem : a clear need to consider changes in corporate strategy at the core of human resources planning requirements? Source China's Talents network different corporate strategy will be essential to the human resources strategy and structure of the distribution of different quality requirements then the various functions of human resources development and management tools with different requirements and focus. Therefore, from the perspective of adaptive strategies, is the core of human resources planning to consider how to make the best use of human resources development and management tools (The organization is structured. Status adjustment functions, staff recruitment, training, performance evaluation and salary system design, etc.) to obtain, train, use and motivate staff, thus reducing the ability of staff to meet the needs of corporate strategy. the mode of thinking and behavior, and to give full play to their potential and to reach the strategic enterprise services. Specifically : the start-up stage, the survival is the top priority. The cohesion of the people of this period of corporate strategy and business-oriented concerns. Therefore, it should focus on human resource planning "charm" and leading "expert" business with the selection, training, and the use of incentives. Employees can use personal charisma to attract the kind of people who can independently accomplish even if it is a very difficult task "valiant" people Human resources development is a key target. Lenovo, in the early stages of development of Yang Yuanqing, Wei, Beijing 100081, these bold tiger appointment Ni Guangnan and the "God Creation Movement", and the development of large enterprises that can be said is a clear proof. Source China's Talents network growth, and the development is the last word. And the expansion of both organizations is the orderly management of strategic enterprises in the period of concern. Therefore, The focus should be on human resources policy planning from too much emphasis on the entrepreneurial spirit and personal heroism changes to the standards, professional management line. At this point, lead to the kind of battle under the "General" talent management and can help companies achieve standardization of the "professional managers" have become the company's most needy people. For example : in the start-up stage, Vanke election. With Wang and Vanke personnel executives who are basically good personal judgment and intuition. However, such a "piercing eyes," after all, is a scarce resource. With the rapid development of Vanke, this method can no longer meet the needs of human resource allocation. Thus, in their own time Vanke a specialized human resources development planning, the strategy requires precise, and the introduction of a specific professional management tools -- "talent endowment model." and it has evolved to be included "Vanke general endowment model," "Model Vanke leadership qualities" and "sale" "Design", "project", "customer service" in the series of six hours of professional credentials model system. It is precisely because of such a rainy day, which makes their Vanke will not only meet the demand for talent development. other real estate enterprises but also to export a lot of talents So sharp have plenty of "real estate sector Whampoa Military Academy" in the world. Mature stage, enterprises need to advance from victory to victory. This period of strategic enterprises have two concerns : The first one is how to deepen their level of management will become a mold of its core competitiveness; Secondly, is a more important is how to make full preparations for future strategic developments and changes. Therefore, those who can help to further deepen the level of human resources management "professionals" and to the situation. A plane strain. formulate a long-term development strategy "Marshal" This training will become the main stage of human resources planning and strategic goals. Moreover, with the "only Shuai", "before" the increasing maturity of the contingent, human resources planning to change the focus should also further. How better for the long-term development strategy for the talent preparations. China's Talents source of deepening human resources management from the network's point of view, at this stage, there will be some new issues arise. For example, the expansion of business scale and diversity of staff caused by the strengthening of coordination and cooperation, human resources development became a prominent issue. In a rapid development of the organization, the nerve endings more developed, and the exchanges between neurons may not less frequent. Enterprises need to pay attention to its own human resource development planning staff of different types of character, interest in quality, structure and organization strategy, organization posts matching; Pay attention to staff communication, training, stressed that the staff of the standard way of thinking and behavioral patterns and consistency; Molding a strong corporate culture, strengthen the organization, and improve the overall combat effectiveness, so as to push forward the organization continue to grow. China's Talents network source said after the recession phase or stage of maturity, and we need to extricate themselves from the burden of history, resist the erosion of bureaucracy, and

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