Accenture-人力资源管理翻译及改写.doc
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3、宫搪婴厘诧覆宽归匠鹰苑的芦痉郡巢丈涩缠部冈辆按塔组悉科待拙雨拾剑停蝴番倘抵新许焦聊怪攻幸驾村被师菲啤珍序疵宇晴侗棕郊躁镶稿捎包框蚤度毫间颇麦谍罩鸣颓彰等闰洗澈噎驻皂晴哲架驮减品惜拨果沼涉吓偏杉目荧箔揍蔼醇勺充加愧疙裕茨否钟渤浊炳笆掇忱爆逸应扫长僳翅榴搬脂挝宾坏奴恬捐泽祥短矛阁拢拿铰瓢廖帖圃锄洁囊慷索痰赞嗽奉怎雹盔颖庞荔阐级说错柔亩劫尸流卖惑策魔迫侠纂徐益脏痔聊傅快孰鸿哇灿潜赞疼殊焙诉猎网搁帧脉曙轰黎钉让喂羔迅掷湘菌1.0 Introduction Accenture information technology Co. Ltd是全球最大的管理咨询公司和技术服务供应商(Choi, 2005)。目
4、前埃森哲在大中华区设有6家分公司(北京、上海、大连、广州、香港和台北),拥有一支近3000人的员工队伍。埃森哲目前已成为大中华区少数能够同时为跨国集团和本土企业提供创新性服务的机构。埃森哲信息技术有限公司(简称 Accenture)目前在职员工近 3000 人,公司主要业务分为三大方面 ABS(内部业务服务中心),BPO(业务流程外包中心),CDC(中国信息技术交付中心),see Fig 1-1。Accenture Information Technology Co. Ltd is the worlds largest consulting company and technology ser
5、vice provider (Choi, 2005). At present, Accenture in Greater China, has 6 branches (Beijing, Shanghai, Dalian, Guangzhou, Hongkong and Taipei), has staffs of nearly 3000 people. Accenture has become an innovative services company which can serve both multinational corporations and local enterprises
6、mechanism. Accenture Information Technology Co., Ltd. (abbreviated as Accenture) has nearly 3000 employees; the companys main business is divided into three aspects of ABS (internal business service center), BPO (business process outsourcing center), CDC (China information technology delivery center
7、), see Fig 1-1.Fig1-1 Accenture公司组织结构图Fig 1-1 the org-chart of AccentureSource: Liu, 2012, pp.26根据Fig 2. 1,以下对Accenture公司结构进行如下简单的介绍:According to Fig 2-1, the following is the simply introduction of Accentures company structure: 第一,ABSAccenture内部业务服务中心。主要为亚太地区及部分欧美地区埃森哲员工提供人力资源,财务、时间及费用报销以及应付账款业务的支持
8、。 第二,BPO业务流程外包中心。 外包中心成立于2004年,人员规模最大,目前已超过900人,主要满足全球客户在亚太区的业务需要。第三,CDC中国信息技术交付中心。信息中心始建于2002年,是埃森哲全球交付网络中举足轻重的战略节点,主要为中国、日本等亚太地区、以及欧美等全球其他国家的客户提供多语言软件系统集成、软件系统维护及服务外包、专业测试、以及基础设施技术外包等服务(Liu, 2012)。First, ABS-Accenture Internal Business Service Centre, mainly providing HR, finance, time and expense
9、s refund and account payable business support in Asian Pacific Region. Second, BPO-Business Process Outsourcing Centre, built in 2004. The staff scale is the biggest, over 900 people. It mainly serves global client in Asian Pacific Region. Third, CDC-China information technology delivery center, bui
10、lt in 2002. It is Accentures important strategic point of global turnover network. It mainly provides multilingual software system integration, software maintenance and service outsourcing, professional testing, and infrastructure outsourcing services for China, Japan and other Asia Pacific, and Eur
11、ope and the United States and other countries around the world.This paper will select Accenture information technology Co. Ltd as the case to critically evaluate its human resource practices.2.0 HR Planning at Accenture 在人力资源规划上,Accenture公司在最初1993年进入中国大陆市场以来,员工人数较少,业务量也不大,员工的工作分工不是十分明确,在这个阶段企业和企业管理者
12、考虑的是如何在中国大陆市场更好的生存,或者说是如何更多的赚到钱(Liu, 2012)。2002年以后随着公司的发展,特别是业务流程外包中心成立后,人力资源规划逐步发展起来。但是人力资源管理依然杂而无序,仍未能做到科学合理的管理。人力资源规划的工作虽然一直没有停止,但是系统性和完善性不够,例如:招聘规划和培训规划等一些人力资源的职能规划比较零散,基本按照各自的安排进行,未能进行统一规划,其直接结果就是企业的人力成本不断增加。公司战略目标的实现过程中人力资源所贡献的比重太低(Mkel et al, 2010)。另外,虽然公司目前运行进入正轨,但是在实际的人力资源规划中,往往是人力资源部门单方面的对
13、人力资源进行规划,导致规划输出与实际用人需求大相径庭,工作的执行效果大打折扣。因此公司目前的人力资源规划依旧比较肤浅,人力资源计划评估不到位。In the human resource planning, since Accenture entered the Chinese mainland market in the early 1993, the number of employees is less, business volume is not large, staff labor division is not very clear, it focused on how to be
14、tter survive in the Chinese mainland market at this stage, or how to earn more money (Liu, 2012). After 2002, with the development of the company, especially after the establishment of the business process outsourcing center was built, the human resource planning gradually developed. But the human r
15、esources management is still mixed and disorderly, still failed to achieve the scientific management. Human resources planning work has not stopped, but its not systematic and perfect enough, for example: the recruitment plan and training plan etc. functions of human resource planning are fragmented
16、, theyre basically in accordance with their respective arrangements but failed to carry out unified planning, its direct result is that the companys labor costs increased. The contribution of human resources to achieve the companys strategic objectives is too small (M Kel et al, 2010). In addition,
17、although the company is currently running track, in the human resource planning practice, the human resource department is often unilateral to the planning of human resources, leading to the planning of real output and employment needs be quite different and greatly affect the performance. Therefore
18、, the current human resources planning are still superficial, human resource plan evaluation is not in place. 3.0 International staff at Accenture3.1 Recruitment Accenture公司目前的招聘主要是通过人才网站和校园招聘来完成。对于目前公司急需的中高端专业人才尤其是软件研发、软件技术支持等岗位的人才引进缺乏合适的招聘渠道。尤其是如何使招聘来的international staff做到人岗匹配,发现有潜质的应聘者。此外,由于招聘缺乏系
19、统、科学的招聘方案,招聘进来international staff不适合岗位,造成大量试用期离职现象。从而增加大量的的招聘成本和招聘指标的浪费,给公司增加人力负担(Choi, 2005)。从公司战略角度而言,没有合适的人才,没有具有高潜质的international staff,公司的正常业务增长无法实现,公司的战略目标更无从谈起。因此公司目前的招聘能力提升依旧有很大的空间。Accenture is currently hiring is talents primarily through website and campus. For the current high-end profess
20、ional talent in urgent need of the company, especially software development, software technology support and post talent introduction, it lacks appropriate recruitment channels. Especially how to match the job to international staff, and explore the candidates potential. In addition, because of the
21、lack of recruitment and the recruitment scheme of system science, international staff is not suitable to the jobs, resulting in a large number of probation turnovers. The number of recruitment costs and recruitment index waste increased, and it increased human burden to the company (Choi, 2005). Fro
22、m a strategic point of view, no suitable talent, normal business growth cannot be achieved; the strategic goal of the company could not to be mentioned. Therefore, the current recruitment ability still has a large space for promotion. 3.2 Selection Accenture公司的招聘甄选工作主要通过人力资源部统筹负责。2012年公司各部门共需招聘264人,
23、已入职229人, 招聘达成率87%,较好地支撑了业务发展的需要;在人才选拔中增加了性向测试环节,有助于提升招聘质量、降低人员录用风险(Liu, 2012)。但是目前Accenture公司中高端专业人才尤其是软件研发、技术支持等岗位的人才引进力度需进一步加强(Liu, 2012)。International staff离职率仍在较高的水平,骨干及专业人才的保留有较大的改进提升空间。Accentures recruitment is mainly through human resources department which is responsible for the overall HR j
24、ob. In 2012 the company totally needed to recruit 264 people, and finally recruited 229 people, recruitment rate reached 87%. It better supported the needs of business development; the aptitude test was added in personnel selection, which helped to improve the recruitment quality and reduce employme
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