如何选择人事外包【外文翻译】.doc

1、 4 外文翻译 原文 HOW to choose an HR outsourcing firm Material source: Long Island Business News (7/1993 to 5/2009), 11/16/2007 Author: Starzee, Bernadette Human resources administration is a time-intensive area for any business, one that must be handled expertly and sensitively. But many small to mid-siz

2、ed businesses lack the resources to assemble a team of employees with specialized knowledge in all necessary areas of HR. For many companies, outsourcing some or all of their HR functions can be a cost-effective solution. Generally speaking, if a company is going to outsource, it should hand off tho

3、se functions that are non-core, readily defined and easily extracted. Outsourcing all or some HR functions frees up company management and key employees to concentrate on the businesss core competencies. Further, because HR firms are knowledgeable about changes in employment law because they have th

4、e expertise to handle sensitive matters such as employee complaints or firing, aligning yourself with a good one can limit your exposure and potentially prevent costly litigation. While some companies are full-service HR providers, others specialize in one or several disciplines, including recruitin

5、g, hiring and firing; background checks and drug and alcohol testing; benefits administration; workers compensation and unemployment claims; COBRA administration; employee training, reviews and hand books; workplace safety programs; and payroll and tax administration. The professional employer organ

6、ization is another HR solution attractive to some businesses. A business can enter into an arrangement with a PEO in which the PEO becomes the employer of record of the businesss staff, assuming much of the inherent risk and responsibility. Because the PEO is a bulk user of insurance and other produ

7、cts, this type of arrangement will allow a small company to offer better benefits packages than it could likely afford on its own, which could help the company attract better employees and reduce turnover. Before you search for an HR firm, think about which duties you want to hand off. This will all

8、ow you to narrow your search to HR firms with expertise in those areas. If you expect to expand, relocate or conduct layoffs in the near future, look for a firm with expertise in successfully seeing clients through these stressful transitions. 5 Sit down with representatives from a few HR firms. The

9、se interviews should give you an idea of how the HR firm works and how much control you will have once your outsourcing agreement is in place. During your meetings, do you get the impression that the HR firm will take the time to get to know your company inside and out, so that it can best service y

10、ou? Its important to choose an HR firm whose philosophy and corporate culture are complimentary to your own. The HR firm is the face of your company that your employees and others will see. When an HR firm recruits new employees on your behalf, the firm will give these individuals the all-important

11、first impression of what your company is all about. If existing employees have questions or issues with their benefits or complaints about their supervisor, how the HR firm handles them will go a long way in affecting employees confidence and satisfaction with their employer. It goes without saying

12、that the firm must project the utmost professionalism and trustworthiness, so that employees will feel comfortable that their confidential information will be kept that way. Identify the HR firms other clients. Does the firm typically service companies that are about your size? What kind of expertis

13、e does it have in your industry? If you are looking for an HR firm to recruit new employees, industry experience is particularly important. If possible, get recommendations from friends and business associates at other companies who have outsourced HR duties. Find out what services those companies r

14、eceived, if they were pleased with the HR firms performance and how it affected their bottom line. Mr. Oberst said among the reasons small or medium-size organizations outsource their human resources administration include recent growth, a desire to concentrate on the business, the ability to offer

15、more services to employees or outdated human resources information systems Mr. Lamb said turning over all the companys human resources administration to Administaff allowed the owners to focus on their core business while reaping added rewards, including training programs the company could not previ

16、ously offer to its employees. In recent years, an increasing amount of attention has been paid to outsourcing of marketing functions in organizations ,A major influence impacting outsourcing decision making is consideration of scale and costs(Finlay&King,1999).McFarlan and Nolan(1995) argued that th

17、e major drivers for outsourcing were primarily cost-effective access to specialized or occasionally needed computing power or system development skills ,avoidance of building in-house information technology skill sets in small or low-technology organizations ,and access to special functional capabil

18、ities .Lewis and Sappington (1991)examined the incentives for outsourcing and argued that outsourcing is a trade-off between lower production costs( provided the supplier possesses lower cost technology)and higher monitoring costs. 6 This study is interested in how outsourcing influences the enterpr

19、ise. To comprehend this issue ,we need to understand what outsourcing is and why outsourcing is important. The word outsourcing defines the process of transferring the responsibility for a specific business function from an employee group to non-employee group .outsourcing of marketing functions is

20、defined broadly as the practice of turning over part or all of an organizations marketing functions to external service providers. The definition includes the following external services: marking program and system development and maintenance, system operation, systems planning and management, and p

21、urchase of application software. Before you consider strategic outsourcing, ask these questions: 1. Do you understand all the reasons why you are outsourcing? You need to make sure you spell those out, not only to get the budget to proceed, but to explain and defend that budget over time. 2. Do you

22、understand the business objectives of outsourcing? These may overlap with the reasons, but here you need clear business objectives to be achieved. 3. Can you see the big picture, what success would look like? With clear business objectives, youll know what success looks like. 4. Will outsourcing red

23、uce short-term and/or long-term costs? If not now, at some point in the process youll be asked about costs. Thats one reason why some strategic outsourcing arrangements dont last. 5. Have you compared build vs. buy scenarios? This is a key piece of the cost equation, and youll need to outline the pr

24、os and cons of both scenarios to justify taking the next step. Outsourcing offers several advantages, such as enabling existing staff to concentrate on core activities on organizational specializations , focus on achieving key strategic objective ,lowering or stabilizing overhead costs , and thereby

25、 gaining cost advantage over the competition ,providing flexibility in response to changing market conditions, and reducing investment in high technology. Crucially, outsourcing can provide companies with greater capacity for flexibility , especially in the purchase of rapidly developing new technol

26、ogies, fashion goods ,or the myriad components of complex system. However, there exist several disadvantages to adopting outsourcing strategies. These include becoming dependent on outside suppliers for services , failing to realize the purported hidden cost savings to outsourcing .losing control ov

27、er critical functions, having to face the prospect of managing relationships that go wrong and lowering the morale of permanent employees . moreover ,outsourcing can generate new risk ,such as the loss of critical skills or developing the wrong skills ,the loss of cross-functional skills ,and the lo

28、ss of control over suppliers . 7 In summary, outsourcing has many advantages that help the organization to implement its strategy, although it also can have some serious disadvantages. what can be the loss to the organizations if they decide to do outsourcing and use more outsourcing ?what is the co

29、st to the organization in terms of learning ? To answer these questions , in the next section we discuss the following issues of enterprise: history ,definition and reviews of learning from a marking perspective .while reviewing the previous marketing studies of learning ,market orientation will be

30、highlighted in terms of shortcomings of the concepts and measures . Then the relationship between outsourcing and marketing learning will be discussed. 译文 如何选择人事外包 资料来源：长岛商业新闻 作者：贝尔纳戴特 人力资源管理对于任何企业来说是一个时间集约型区域，人们必须专业而谨慎的处理它。 但是许多中小型企业缺少在人力资源部的一些必要领域组织专业化员工团队的能力。对于许多公司来说，把人力资源部门的部分或全部工作交外办理是种高成本的解决方法

31、。 一般来说，如果一个公司想要进行外包的话，它应该移交那些非核心的，明确定义的以及容易实施的业务。人力资源部门工作的全部或部分交外办理放宽了公司管理，以便公司的骨干员 工能够集中精力于公司核心竞争。 而且，人力资源部很了解劳动法条款的变动，因为他们很擅长处理一些诸如员工抱怨及解雇，树立良好的公司形象等敏感问题，以此可以减少不必要的曝光并避免花费那些浩大的潜在诉讼。 然而，一些公司是提供全方位服务 人力资源的供应商， 而其他只是专业于一方面或几方面，包括招募，雇佣，解雇，背景检查，药酒测试，利益管理，配给量，员工补偿和事业索赔；眼镜蛇派管理；员工训练，评价和手册；车间安全项目，工资单和税收管理。

32、 组织专业化雇主是人力资源公司的另一种吸引某些业务的途径。某个业务可以融入编制有专业 化雇主的组织，在其中，这个具有专业化雇主的部门将负责企业员工的记录，假设有些员工的存在对公司是具有内在风险和负担的。因为专业化员工组织是保险业务部和其他产品的大宗使用者，这种类型的组织安排允许一家小公司提供更好的包装利益，而不仅仅是为其自身提供帮助企业更8 好的吸引员工及减少人员调动。 在你寻求一家人力资源公司之前，先考虑你想转移的工作范围。这会帮助你缩小寻找人力资源公司的范围，到专业化的领域。如果你打算在不久的将来扩展业务，重新定位或进行裁员，就要寻找一家擅长透过那些痛苦的过渡还能成功的看到潜在客户的人力资

33、源 公司。 与来自一些人力资源公司的代表坐下来交谈。这些会谈会让你了解到人力资源公司是怎样工作的，及一旦外包协议在此生效 ,你能控制多少，回忆起那些会面，你是否有这样的印象，人力资源公司会花时间来了解你公司的内外情况，以便更好的为贵公司服务呢 ? 选择一家人力资源公司，它的理念以及合作文化都是和你们自己公司的相一致，甚至是更完善的 ,这非常重要。人力资源公司是你们公司的一张名片，你的员工和其他人都会看到的。当人力资源公司代表贵公司招募新员工时，你们所选择的那家人力资源公司将给那些应聘者们留下关于你们公司的很重要的第一 印象。如果现有员工对上司不满或自身利益存在问题，人力资源公司怎样处理这些问题

34、会长期影响员工对雇主的信心和满意度 这不用说，只有当公司展现出最专业和最值得信任的状态，员工们才会感到舒适，这样的话，他们就会为公司保密。 确定人力资源公司的其他客户。难道人力资源公司只是为那些规模公司服务吗 ?它在你所处的行业有什么样的专家呢？如果你正在寻求一家人力资源公司为你招募新员工，行业经验是特别重要的。 如果可能的话，采纳那些来自朋友和合作伙伴的关于外包人 力资源责任的建议。如果他们对人力资源公司的表现很满意，我们就要挖掘这些公司得到的是什么样的服务并且是怎样影响他们底线员工的。 奥博斯特先生说，原因之一是，小型或中型规模的企业人力资源管理外包的，包括最近的增长，渴望把注意力集中在企

35、业，能够提供更多的服务，雇员或过时的人力资源信息系统。 兰姆先生说在全公司的人力资源管理人员可以转向业主于自己的核心业务重点，而收获将奖励，其中包括培训方案的公司可以提供以前没有为其雇员。 近年来 ,一大关注越来越多已经支付给营销功能外包的组织。一个重要的影响外包决策是考虑的规模和成 本 (Finlay&King,1999)。麦克法兰和诺兰 (1995)认为外包的主要驱动程序主要是成本有效地获取所需要的专业或有时需要计算能力或系统的开发技术 ,建立内部信息技术技能避免小型或低技术机构设置，并获得特殊功能的能力。刘易斯和萨平顿 (1991)审查外包的激励机制，并认为是贸易之间所提供的供应商降低生

36、产成本（关闭拥有较低成本的技术）和较高的监督成本。 9 该研究是如何使企业对外包感兴趣。理解这个问题，我们必须了解什么是外包和外包的重要性。这个外包的定义为将特定业务功能从一个员工团体负责非雇员团体的过程。营销 功能定义广泛的实践操作翻部分或全部营销功能组织的外部服务供应商。包括以下定义：标记对外服务程序和系统的开发和维护、系统运作、系统规划和管理 ,以及应用软件的购买。 在考虑战略外包的时，必须考虑以下问题： 1。你明白为什么要外包吗？ 你需要确保你拼写出来的，不仅要得到的预算来进行，而是要解释和辩护的随着时间的推移预算。 2。你明白外包的业务目标？这些可能重叠的原因，但在这里你需要明确的业

37、务目标得以实现。 3。你能看到大局，成功将是什么样子？有了明确的业务目标，你就会知道什么是成功样子。 4。将外包降低短期和 /或长 期成本？如果不是现在，在这个过程中在某些时候你会被要求关于成本。这是一个原因为什么有些战略外包安排并不会持续太久。 5。你有没有比建立与购买方案？这是一个关键片的成本方程式，你需要勾勒出 这两种方案的优点和缺点来证明服用下一个步骤。 外包提供了诸如使现有工作人员就组织专业，重点集中在核心业务的战略目标实现的关键，降低或稳定的间接费用，从而在竞争中取得成本优势，提供以响应不断变化的市场情况灵活等优点，在高科技和减少投资。至关重要的是，外包可以提供更大的灵活性的能力，

38、特别是在企业迅速发展的新技术，时尚商品，或复 杂系统的无数零部件采购。 但是，也存在一些缺点，采用外包策略。这些措施包括对外部供应商越来越依赖服务，未能实现成本节约据称隐藏外包。失去对关键功能的控制，不得不面对的管理关系，变坏，降低长期雇员士气的前景。此外，外包能够产生新的风险，例如对关键技能丢失或错误的发展技能，跨功能性技能的损失，以及供应商的控制权损失。 总之，外包有助于本组织实施其战略方面的许多优点，但也有一些严重的缺点。你怎么这样的组织损失，如果他们决定这样做外包和使用更多的外包是什么？在学习方 面的成本，组织？要回答在下一节我们将讨论以下问题的 企业这些问题 。从一个角度学习历史标记，定义和评语，同时回顾以往的学习市场研究，市场定位将突出的缺点方面的概念和措施。然后外包和市场营销之间的关系将学习讨论 。