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<html><head><title>人力资源管理从入门到精通</title><meta charSet="utf-8"/><meta name="viewport" content="width=device-width, initial-scale=1.0"/><meta property="og:title" content="人力资源管理从入门到精通"/><meta property="og:description" content="本书是一本企业人力资源管理实务书,由浅入深地介绍了人力资源管理的具体内容,即:在企业中,人力资源部门员工具体做什么、怎么做。职位不同,所需具备的知识和能力也是不同的,纵向职位层级的划分,构成了本书的框架:入门篇——人力资源专员的应知应会,提升篇——人力资源主管的工作技巧,精通篇——人力资源部经理的管理技术。全书共20章。从HR入行须知讲起,入门篇介绍了一个基本不懂业务的新手如何快速成长为熟手;提升篇介绍了人力资源主管的工作技巧,在专员、主管的层级,按五大模块(人事、招聘、培训、薪资、考核)具体介绍;精通篇,介绍了人力资源部经理的管理技术,包括组织架构、人力资源预算、体系审核、猎头合作、人力资源软件选型、人力资源规划、经营计划与预算。本书是作者12年企业HR从业经历的全面总结,适合企业人力资源部专员、主管、副经理、部门经理、总监等阅读,也可供本科生、研究生等作为参考书。."/><meta property="og:image" content="https://wiki.7wate.com/static/og-image.png"/><meta property="og:width" content="1200"/><meta property="og:height" content="675"/><link rel="icon" href="../../../static/icon.png"/><meta name="description" content="本书是一本企业人力资源管理实务书,由浅入深地介绍了人力资源管理的具体内容,即:在企业中,人力资源部门员工具体做什么、怎么做。职位不同,所需具备的知识和能力也是不同的,纵向职位层级的划分,构成了本书的框架:入门篇——人力资源专员的应知应会,提升篇——人力资源主管的工作技巧,精通篇——人力资源部经理的管理技术。全书共20章。从HR入行须知讲起,入门篇介绍了一个基本不懂业务的新手如何快速成长为熟手;提升篇介绍了人力资源主管的工作技巧,在专员、主管的层级,按五大模块(人事、招聘、培训、薪资、考核)具体介绍;精通篇,介绍了人力资源部经理的管理技术,包括组织架构、人力资源预算、体系审核、猎头合作、人力资源软件选型、人力资源规划、经营计划与预算。本书是作者12年企业HR从业经历的全面总结,适合企业人力资源部专员、主管、副经理、部门经理、总监等阅读,也可供本科生、研究生等作为参考书。."/><meta name="generator" content="Quartz"/><link rel="preconnect" href="https://fonts.googleapis.com"/><link rel="preconnect" href="https://fonts.gstatic.com"/><script async src="https://umami.7wate.com/script.js" data-website-id="c061efdc-95dd-4d21-9d04-a1ffda0a85b9"></script><script>
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<ul>
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<li><strong>书名</strong>:《人力资源管理从入门到精通》</li>
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<li><strong>作者</strong>: 张明辉</li>
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<li><strong>分类</strong>: 经济理财-管理</li>
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<li><strong>ISBN</strong>:9787302392002</li>
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<li><strong>出版社</strong>:清华大学出版社</li>
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</ul>
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<h2 id="概述">概述<a aria-hidden="true" tabindex="-1" href="#概述" class="internal"> §</a></h2>
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<p>本书是一本企业人力资源管理实务书,由浅入深地介绍了人力资源管理的具体内容,即:在企业中,人力资源部门员工具体做什么、怎么做。职位不同,所需具备的知识和能力也是不同的,纵向职位层级的划分,构成了本书的框架:入门篇——人力资源专员的应知应会,提升篇——人力资源主管的工作技巧,精通篇——人力资源部经理的管理技术。全书共20章。从HR入行须知讲起,入门篇介绍了一个基本不懂业务的新手如何快速成长为熟手;提升篇介绍了人力资源主管的工作技巧,在专员、主管的层级,按五大模块(人事、招聘、培训、薪资、考核)具体介绍;精通篇,介绍了人力资源部经理的管理技术,包括组织架构、人力资源预算、体系审核、猎头合作、人力资源软件选型、人力资源规划、经营计划与预算。本书是作者12年企业HR从业经历的全面总结,适合企业人力资源部专员、主管、副经理、部门经理、总监等阅读,也可供本科生、研究生等作为参考书。</p>
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<h2 id="划线">划线<a aria-hidden="true" tabindex="-1" href="#划线" class="internal"> §</a></h2>
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<blockquote>
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<p>在企业中,人力资源管理具体做什么、怎么做。这个问题,很容易被模块化为人事、招聘、培训、薪资、考核五大模块,以及岗位、HR规划两大基础。</p>
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</blockquote>
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<blockquote>
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<p>HR:人力资源,人力资源部,人力资源专业人员。HRM:人力资源管理,人力资源部经理。HRD:人力资源开发,人力资源总监。HRVP:人力资源副总裁。HRBP:人力资源业务合作伙伴,派驻到各业务部门的HR。HR Unit:人资单位,人力资源部门。</p>
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</blockquote>
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<blockquote>
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<p>新员工报到入职当天,先由人力资源部按照正常流程办理入职手续。可能包括:提交核对身份证、相关证件,签订劳动合同,领取门禁卡(饭卡)、员工牌,开通公司邮箱、办公系统OA账号,办理工资卡,发放员工手册、电脑、必要的办公用品等。可通过邮箱发放通讯录,请新员工去OA下载并自学公司规章制度、财务报销流程等,还可以直接把职位说明书发给他。然后,人力资源部经理(或直接主管)找新员工谈话。除了表示欢迎,还要交代他尽快熟悉情况,包括公司、本部门、本岗位的情况。</p>
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</blockquote>
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<blockquote>
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<p>第一种意思,熟悉办公环境。</p>
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</blockquote>
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<blockquote>
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<p>第二种意思,熟悉人头。</p>
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</blockquote>
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<blockquote>
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<p>第三种意思,熟悉公司规章制度。</p>
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</blockquote>
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<blockquote>
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<p>第四种意思,熟悉工作情况。</p>
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</blockquote>
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<blockquote>
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<p>总之,HR新手的工作,可以概括为:办事,跑腿,打电话,录数据,做表单。</p>
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</blockquote>
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<blockquote>
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<p>每做一件事情之前,都要想一想:依据(法规政策,公司内部规章制度)是什么,需要准备哪些材料、是否齐全,相关领导、岗位人员是否签字确认(投入);</p>
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</blockquote>
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<blockquote>
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<p>所以,直接主管在布置任务时,要把意图讲解、交代清楚,并向其确认:我刚才提到的事情、任务,你再重复下,有没有问题?新手也要在领任务时,多问一句:领导(主管),您刚才交代的任务,我理解是这样的,对吗?这就可以在源头上避免方向上的偏差。</p>
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</blockquote>
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<blockquote>
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<p>甚至,在晚上或周末时,也可以做些额外的工作。现在的工作节奏快,新手没有在额外时间投入准备,在8小时内把事情做完,有时是不现实的;而经过阶段性的工作历练,在工作中学习,熟手是可以在8小时内把工作基本做完的。</p>
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</blockquote>
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<blockquote>
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<p>一个成功的人需要四种人来帮助他:高人指点、贵人相助、爱人激励、小人监督</p>
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</blockquote>
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<blockquote>
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<p>[插图]</p>
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</blockquote>
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<blockquote>
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<p>(1)假设你所在的部门下设6个科,你是某科的科员,在你们科里,除了科长之外,大家公认你的业务能力最强。有一天,部门经理交给你一份刚收到的会议通知,让你去参加某个会议。请你谈谈,从你接到通知那一刻到参加会议前,你会做些什么?(2)如果你入选了,但你的岗位级别定得较低,而你的主管在学历、资历、能力等方面都不如你,你该怎么办?(3)请你说说与领导相处和与同事相处的不同点。(4)你和你的上司有过意见不一致的情况吗?如果有,且你觉得自己理由充分,你会据理力争吗?如果不会,为什么?你是否担心今后他给你“穿小鞋”?(5)企业管理人员的选择可以采用外部招聘和内部提升两种方式,你认为各有何优缺点?(6)面对客户除工作之外的要求,如暗示要财务旅游、招待,你如何对待?(7)你管理的员工及时处理了工作中发生的紧急情况,但违反了规章制度,事后,你会怎么办?(8)请你为我们这次面试做个小结或提个建议好吗?你对我们几个面试人员有什么看法和建议?(9)原单位的领导对你的离开会持什么态度?会不会挽留你?(10)请用三个词评价你自己(考虑半分钟)</p>
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<blockquote>
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<p>(1)请谈谈你现在的工作情况和工作业绩。或在你最近的工作中,最突出的业绩是什么?(2)你认为现在的工作对你的发展有何影响?你为什么想换工作?对于这个岗位你有哪些优势和不足?你打算怎样弥补不足?(3)你怎样理解你所应聘的岗位?你觉得如果我们录用你,你能为我们带来的最直接的效益是什么?(4)你需要多长时间来适应一个新工作岗位?最难处理的是什么事情?为什么?(5)你最富有创造性的工作成果是什么?(6)对你而言,“成功”有何含义?在你以前的工作经历中,什么事令你最有成就感?(7)最不喜欢怎样的工作?觉得自己最大的失败是什么?从中吸取了哪些教训?</p>
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</blockquote>
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<blockquote>
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<p>(1)你为什么应聘我们公司?你对我们公司有哪些了解?你最看好公司哪些方面?(2)你向往怎样的工作环境?欣赏怎样的领导风格?最反感怎样的领导风格?(3)你觉得至今为止,什么事情或什么人对你的影响最大?如何影响你?为什么?(4)你平时最喜欢什么休闲活动?最喜欢哪部文学作品或者哪个人物,为什么?(5)请结合自己的情况,谈谈你对公司晋升制度的建议?(6)你是如何看待事业和家庭之间的关系的?平时周末做什么?如经常需要周末加班,会有什么问题?为什么?(7)在你看来,当今最优秀的或最成功的企业是哪一家?为什么?(请考虑一分钟)(8)你选择工作时,薪酬的重要性排在第几位?排在第一位的是什么?为什么?</p>
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</blockquote>
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<blockquote>
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<p>第一章:总则。介绍部门职能说明书的使用、岗位职责说明书的使用、名称定义。第二章:公司组织结构图。第三章:部门职能说明书。包括13个部门。第四章:岗位结构。包括董事会机构岗位结构图、集团职能部门岗位结构图。第五章:岗位职责说明书。包括63个岗位。</p>
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</blockquote>
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<blockquote>
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<p>(1)A猎头公司的寻访流程,包括6个阶段:需求分析、企业了解、综合分析、寻访猎取、人才推荐、跟踪服务,具体见表17.1。表17.1 猎头寻访流程[插图]</p>
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</blockquote>
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<h2 id="笔记">笔记<a aria-hidden="true" tabindex="-1" href="#笔记" class="internal"> §</a></h2>
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<h2 id="书评">书评<a aria-hidden="true" tabindex="-1" href="#书评" class="internal"> §</a></h2>
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<h2 id="点评">点评<a aria-hidden="true" tabindex="-1" href="#点评" class="internal"> §</a></h2></article></div><div class="right sidebar"><div class="graph "><h3>Graph View</h3><div class="graph-outer"><div id="graph-container" data-cfg="{"drag":true,"zoom":true,"depth":1,"scale":1.1,"repelForce":0.5,"centerForce":0.3,"linkDistance":30,"fontSize":0.6,"opacityScale":1,"showTags":true,"removeTags":[]}"></div><svg version="1.1" id="global-graph-icon" xmlns="http://www.w3.org/2000/svg" xmlnsXlink="http://www.w3.org/1999/xlink" x="0px" y="0px" viewBox="0 0 55 55" fill="currentColor" xmlSpace="preserve"><path d="M49,0c-3.309,0-6,2.691-6,6c0,1.035,0.263,2.009,0.726,2.86l-9.829,9.829C32.542,17.634,30.846,17,29,17
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