貿(mào)易公司員工管理制度辦法

PAGE/r/n66/r/n//r/nNUMPAGES/r/n66/r/n企業(yè)人力資源治理人員/r/n目錄/r/n企業(yè)人力資源治理人員申報(bào)須知/r/n………/r/n人力資源治理員（四級）/r/n鑒定項(xiàng)目/r/n……………/r/n/r/n考試大綱/r/n……………/r/n/r/n題型示例/r/n……………/r/n學(xué)習(xí)參考資料/r/n………/r/n/r/n助理人力資源治理師（三級）/r/n鑒定項(xiàng)目/r/n……………/r/n/r/n考試大綱/r/n……………/r/n題型示例/r/n……………/r/n/r/n學(xué)習(xí)參考資料/r/n………/r/n/r/n人力資源治理師（二級）/r/n鑒定項(xiàng)目/r/n……………/r/n/r/n考試大綱/r/n……………/r/n題型示例/r/n……………/r/n學(xué)習(xí)參考資料/r/n………/r/n/r/n鑒定申報(bào)須知/r/n申報(bào)條件/r/n級不名稱/r/n國家職業(yè)/r/n資格等級/r/n申報(bào)條件/r/n學(xué)歷/r/n工作經(jīng)歷/r/n人力資源治理員/r/n四級/r/n高中（中職）/r/n從事本職業(yè)工作1年/r/n助理人力資源治理師/r/n三級/r/n大學(xué)?？疲ǜ呗殻?r/n從事本職業(yè)工作1年/r/n取得人力資源治理員資格證書/r/n取得本證書后從事本職業(yè)工作2年/r/n人力資源治理師/r/n二級/r/n碩士/r/n從事本職業(yè)工作1年/r/n大學(xué)本科/r/n從事本職業(yè)工作3年/r/n大學(xué)?？?r/n從事本職業(yè)工作5年/r/n取得助理人力資源治理師資格證書/r/n取得本證書后從事本職業(yè)工作2年/r/n鑒定申報(bào)方法/r/n1.申報(bào)地點(diǎn)：天山路1800號3號樓底樓大廳/r/n2.申報(bào)所需資料：本人身份證（原件及一份復(fù)印件）、學(xué)歷證件（原件及一份復(fù)印件）、本職業(yè)經(jīng)歷證明材料（原件）/r/n3.申報(bào)咨詢電話：62748577-6107/r/n人力資源治理員鑒定指導(dǎo)/r/n鑒定項(xiàng)目簡介/r/n序號/r/n鑒定項(xiàng)目/r/n時(shí)刻（分鐘）/r/n考核方式/r/n講明/r/n1/r/n專業(yè)知識/r/n90/r/n電腦無紙化/r/n企業(yè)人力資源治理專業(yè)基礎(chǔ)知識/r/n2/r/n專業(yè)技能/r/n90/r/n筆試/r/n企業(yè)人力資源治理實(shí)務(wù)操作/r/n注：各項(xiàng)目成績相互獨(dú)立，全部及格則鑒定通過。如一項(xiàng)目不及格，則只需補(bǔ)考此項(xiàng)目，其它項(xiàng)目成績二年內(nèi)有效。/r/n鑒定內(nèi)容大綱/r/n＊/r/n專業(yè)知識/r/n(一)人力資源規(guī)劃（權(quán)重10%）/r/n序號/r/n考點(diǎn)/r/n重要度/r/n難度/r/n1/r/n組織機(jī)構(gòu)基礎(chǔ)知識/r/n5/r/n1/r/n1.1/r/n組織結(jié)構(gòu)類型/r/n9/r/n1/r/n1.2/r/n組織機(jī)構(gòu)設(shè)置原理/r/n5/r/n1/r/n1.2.1/r/n組織機(jī)構(gòu)設(shè)置要求/r/n1/r/n1/r/n1.2.2/r/n組織機(jī)構(gòu)設(shè)置阻礙因素/r/n1/r/n1/r/n2/r/n企業(yè)人力資源數(shù)據(jù)統(tǒng)計(jì)基礎(chǔ)/r/n5/r/n1/r/n2.1/r/n數(shù)據(jù)統(tǒng)計(jì)種類和差不多步驟/r/n5/r/n1/r/n2.2/r/n統(tǒng)計(jì)分析差不多方法/r/n5/r/n1/r/n3/r/n人力資源規(guī)劃相關(guān)知識/r/n5/r/n5/r/n3.1/r/n工作分析/r/n5/r/n5/r/n3.1.1/r/n工作分析基礎(chǔ)知識/r/n1/r/n1/r/n3.1.2/r/n工作分析差不多方法/r/n1/r/n1/r/n3.1.3/r/n工作分析的實(shí)施程序/r/n5/r/n5/r/n3.2/r/n勞動經(jīng)濟(jì)學(xué)基礎(chǔ)/r/n1/r/n5/r/n3.2.1/r/n勞動力供給與需求/r/n1/r/n5/r/n3.2.2/r/n勞動力供求均衡/r/n1/r/n5/r/n（二）招聘與配置（權(quán)重25%）/r/n序號/r/n考點(diǎn)/r/n重要度/r/n難度/r/n1/r/n招聘預(yù)備知識/r/n5/r/n5/r/n1.1/r/n招聘信息與信息源/r/n1/r/n1/r/n1.2/r/n招聘信息收集的差不多方法/r/n5/r/n5/r/n1.3/r/n招聘申請表/r/n9/r/n9/r/n2/r/n招聘實(shí)施的基礎(chǔ)知識/r/n5/r/n5/r/n2.1/r/n人員招聘的程序與選擇/r/n5/r/n5/r/n2.1.1/r/n人員招聘的差不多程序/r/n5/r/n5/r/n2.1.2/r/n人員招聘的來源/r/n1/r/n1/r/n2.1.3/r/n招聘廣告的公布/r/n1/r/n1/r/n2.1.4/r/n履歷篩選方法/r/n1/r/n1/r/n2.1.5/r/n工作禮儀知識/r/n1/r/n1/r/n2.2/r/n人員選擇的差不多知識/r/n1/r/n1/r/n2.2.1/r/n初步篩選的方法/r/n1/r/n1/r/n2.2.2/r/n面試的差不多形式/r/n1/r/n1/r/n2.2.3/r/n背景調(diào)查及體檢知識/r/n1/r/n1/r/n(三)培訓(xùn)與開發(fā)（權(quán)重11%）/r/n序號/r/n考點(diǎn)/r/n重要度/r/n難度/r/n1/r/n培訓(xùn)治理工作程序/r/n5/r/n5/r/n1.1/r/n培訓(xùn)需求評估/r/n5/r/n5/r/n1.2/r/n培訓(xùn)組織與實(shí)施/r/n9/r/n9/r/n1.3/r/n培訓(xùn)信息反饋/r/n5/r/n5/r/n1.3.1/r/n培訓(xùn)反饋信息的種類/r/n1/r/n1/r/n1.3.2/r/n培訓(xùn)反饋信息的收集與整理/r/n5/r/n5/r/n1.4/r/n培訓(xùn)后勤事務(wù)/r/n1/r/n1/r/n2/r/n入職培訓(xùn)/r/n1/r/n1/r/n2.1/r/n入職培訓(xùn)資料/r/n1/r/n1/r/n2.2/r/n入職培訓(xùn)的會務(wù)工作/r/n1/r/n1/r/n(四)績效治理（權(quán)重11%）/r/n序號/r/n考點(diǎn)/r/n重要度/r/n難度/r/n1/r/n績效評估/r/n5/r/n5/r/n1.1/r/n績效評估的數(shù)據(jù)處理/r/n5/r/n5/r/n1.1.1/r/n績效評估系統(tǒng)概念/r/n1/r/n1/r/n1.1.2/r/n績效評估信息收集/r/n5/r/n5/r/n1.2/r/n績效評估實(shí)施/r/n5/r/n5/r/n1.2.1/r/n績效評估的要緊方法/r/n1/r/n1/r/n1.2.2/r/n績效評估實(shí)施的過程/r/n1/r/n1/r/n2/r/n績效治理/r/n1/r/n1/r/n2.1/r/n績效治理的概念/r/n1/r/n1/r/n2.2/r/n績效治理功能與作用/r/n1/r/n1/r/n（五）薪酬福利治理（權(quán)重26%）/r/n序號/r/n考點(diǎn)/r/n重要度/r/n難度/r/n1/r/n薪酬治理/r/n5/r/n5/r/n1.1/r/n薪酬治理程序/r/n5/r/n5/r/n1.2/r/n職員薪酬統(tǒng)計(jì)/r/n1/r/n1/r/n2/r/n薪酬治理的差不多信息/r/n5/r/n5/r/n2.1/r/n工作崗位評估/r/n1/r/n1/r/n2.2/r/n薪酬調(diào)整相關(guān)信息/r/n5/r/n5/r/n3/r/n薪酬計(jì)算/r/n9/r/n9/r/n3.1/r/n企業(yè)薪酬表/r/n5/r/n5/r/n3.2/r/n薪酬計(jì)算方法/r/n9/r/n9/r/n3.3/r/n所得稅計(jì)算和統(tǒng)計(jì)/r/n9/r/n9/r/n4/r/n社會保險(xiǎn)/r/n1/r/n1/r/n4.1/r/n社會保險(xiǎn)的繳費(fèi)方法/r/n1/r/n1/r/n4.2/r/n社會保險(xiǎn)差不多法規(guī)/r/n1/r/n1/r/n4.3/r/n社會保險(xiǎn)福利統(tǒng)計(jì)/r/n1/r/n1/r/n（六）勞動關(guān)系治理（權(quán)重17%）/r/n序號/r/n考點(diǎn)/r/n重要度/r/n難度/r/n1/r/n勞動合同治理/r/n5/r/n5/r/n1.1/r/n勞動合同簽訂、續(xù)訂與變更/r/n5/r/n5/r/n1.1.1/r/n勞動關(guān)系與勞動合同的概念/r/n1/r/n1/r/n1.1.2/r/n簽訂、續(xù)訂與變更勞動合同的程序/r/n5/r/n5/r/n1.2/r/n勞動合同的解除/r/n5/r/n5/r/n1.2.1/r/n勞動合同的協(xié)議解除/r/n1/r/n1/r/n1.2.2/r/n解除勞動合同的條件/r/n5/r/n5/r/n1.3/r/n勞動合同檔案治理/r/n1/r/n1/r/n2/r/n勞動安全衛(wèi)生規(guī)程/r/n1/r/n1/r/n2.1/r/n勞動安全技術(shù)規(guī)程/r/n1/r/n1/r/n2.2/r/n勞動衛(wèi)生規(guī)程/r/n1/r/n1/r/n專業(yè)技能/r/n（一）人力資源規(guī)劃（權(quán)重11%）/r/n1/r/n匯總組織信息/r/n1/r/n1/r/n2/r/n制作組織機(jī)構(gòu)圖/r/n9/r/n9/r/n3/r/n描述崗位設(shè)置情況、增減趨勢和緣故/r/n5/r/n5/r/n4/r/n描述人員需求預(yù)測結(jié)果/r/n5/r/n5/r/n（二）招聘與配置（權(quán)重23%）/r/n1/r/n收集崗位信息/r/n1/r/n1/r/n2/r/n收集及分類處理招聘需求信息/r/n5/r/n5/r/n3/r/n按照內(nèi)部競聘工作規(guī)范，搜集整理空缺崗位信息/r/n1/r/n1/r/n4/r/n收集并分類內(nèi)部應(yīng)聘人員信息/r/n1/r/n1/r/n5/r/n進(jìn)行報(bào)名登記與初試預(yù)備/r/n1/r/n1/r/n6/r/n復(fù)核候選人相關(guān)資料/r/n1/r/n1/r/n7/r/n收集、匯總新招聘人員的試用信息/r/n5/r/n5/r/n8/r/n解釋勞動合同條款/r/n5/r/n5/r/n9/r/n記錄并維護(hù)職員信息，編制花名冊及人員統(tǒng)計(jì)報(bào)表/r/n1/r/n1/r/n10/r/n建立人才數(shù)據(jù)庫/r/n1/r/n1/r/n11/r/n辦理接納新職員事宜/r/n5/r/n5/r/n12/r/n讀明白體檢表/r/n1/r/n1/r/n（三）培訓(xùn)與開發(fā)（權(quán)重11%）/r/n1/r/n預(yù)備入職培訓(xùn)資料/r/n1/r/n1/r/n2/r/n入職培訓(xùn)會務(wù)預(yù)備/r/n1/r/n1/r/n3/r/n采集和處理培訓(xùn)所需的數(shù)據(jù)/r/n9/r/n9/r/n4/r/n建立、維護(hù)、保管教學(xué)設(shè)施/r/n1/r/n1/r/n5/r/n完成培訓(xùn)后勤服務(wù)工作/r/n5/r/n5/r/n6/r/n跟蹤、搜集、反饋受訓(xùn)者培訓(xùn)效果信息/r/n9/r/n9/r/n7/r/n獨(dú)立辦理培訓(xùn)相關(guān)手續(xù)/r/n1/r/n1/r/n（四）績效治理（權(quán)重10%）/r/n1/r/n印制、發(fā)放各種績效評估材料/r/n1/r/n1/r/n2/r/n安排布置考評會議場所/r/n1/r/n1/r/n3/r/n收集、分類、記錄、統(tǒng)計(jì)績效評估數(shù)據(jù)/r/n9/r/n9/r/n（五）薪酬福利治理（權(quán)重25%）/r/n1/r/n為設(shè)計(jì)各項(xiàng)薪酬福利項(xiàng)目收集相關(guān)資料/r/n5/r/n5/r/n2/r/n執(zhí)行薪酬福利制度，統(tǒng)計(jì)數(shù)據(jù)并建立臺帳/r/n1/r/n1/r/n3/r/n收集、記錄、保存崗位評價(jià)所需的原始信息/r/n5/r/n5/r/n4/r/n收集并提供薪酬福利調(diào)整所需要的信息/r/n1/r/n1/r/n5/r/n收集、整理、記錄、分析計(jì)算考勤和工時(shí)數(shù)據(jù)/r/n1/r/n1/r/n6/r/n計(jì)算工資、獎金、津貼和個(gè)人所得稅，編制工資表/r/n9/r/n9/r/n7/r/n計(jì)算福利項(xiàng)目/r/n5/r/n5/r/n8/r/n操作薪酬福利計(jì)算軟件/r/n1/r/n1/r/n9/r/n辦理各項(xiàng)社會保險(xiǎn)和住房公積金繳費(fèi)手續(xù)/r/n1/r/n1/r/n10/r/n核算、記錄、轉(zhuǎn)移企業(yè)及個(gè)人各類費(fèi)用，建立臺帳/r/n5/r/n5/r/n（六）勞動關(guān)系治理（權(quán)重20%）/r/n1/r/n處理合同變更、續(xù)訂、終止、解除以及報(bào)送鑒證/r/n5/r/n5/r/n2/r/n治理勞動合同文檔/r/n1/r/n1/r/n3/r/n檢查核實(shí)專門崗位資格證書/r/n1/r/n1/r/n4/r/n記錄合同期內(nèi)各類臺帳，并妥善分類保管/r/n1/r/n1/r/n5/r/n獨(dú)立落實(shí)職業(yè)安全衛(wèi)生的各項(xiàng)具體工作/r/n1/r/n1/r/n重要度、難度以9、5、1表示，9為最高，依次遞減。/r/n鑒定題型示例/r/n模塊一專業(yè)知識/r/n一．單項(xiàng)選擇題（請?jiān)谒膫€(gè)選擇肢中選擇一項(xiàng)作為正確答案，將相應(yīng)代碼填入括號中。）/r/n績效評估的內(nèi)容要緊是以崗位的（）為基礎(chǔ)來確定的。/r/nA．工作類型 B.工作方式 C.工作職責(zé) D.工作態(tài)度/r/n參考答案：C/r/n2．狹義概念上的人員招聘即指招聘實(shí)施，其中要緊包括（）三個(gè)步驟。/r/n A．廣告、招募、錄用 B.招募、篩選、錄用/r/n C.招募、錄用、評估 D.廣告、招募、評估/r/n參考答案：B/r/n多項(xiàng)選擇題（請?jiān)谖鍌€(gè)選擇肢中選擇二至五項(xiàng)作為正確答案，將相應(yīng)代碼填入括號中。）/r/n工作分析是一個(gè)全面評價(jià)的過程，那個(gè)過程能夠分為預(yù)備、調(diào)查、分析、完成四個(gè)時(shí)期，其中，分析時(shí)期的要緊工作包括（）。/r/n向有關(guān)部門宣傳工作分析的方法和步驟/r/n認(rèn)真審核已收集的各種信息/r/n制造性地分析、發(fā)覺有關(guān)工作和工作人員的關(guān)鍵成分/r/n編制工作講明書/r/n歸納、總結(jié)出工作分析的必需材料和要素/r/n參考答案：BCE/r/n2． 我國現(xiàn)行的社會保障體系中的社會保險(xiǎn)要緊包括（）。/r/n養(yǎng)老保險(xiǎn) /r/n生育保險(xiǎn) /r/nC.醫(yī)療保險(xiǎn) /r/nD.工傷保險(xiǎn)/r/nE.失業(yè)保險(xiǎn)/r/n參考答案：ABCDE/r/n推斷題（請推斷以下單句表述正確與否，如正確,則在括號內(nèi)填入/r/n“√”/r/n反之則填入/r/n“×”/r/n。）/r/n1.勞動爭議仲裁委員會對每一起勞動爭議案件實(shí)行一次裁決即行終結(jié)的法律制度。（T）/r/n參考答案：/r/n√/r/n2.矩陣制結(jié)構(gòu)的組織機(jī)構(gòu)其最大的特點(diǎn)在于責(zé)權(quán)關(guān)系明確，橫向聯(lián)系少，治理效率比較高。（）/r/n參考答案：/r/n×/r/n模塊二專業(yè)技能示例/r/n在眾多的績效評估方法中，圖表考核法經(jīng)常為企業(yè)人力資源治理人員所使用。曉明電器廠的人事行政部經(jīng)理/r/n何/r/n先生認(rèn)為，在圖表為每項(xiàng)職責(zé)確定的等級里，評估者只需在圖表內(nèi)他認(rèn)為適當(dāng)?shù)募壊簧洗蛏蠘?biāo)記，更詳細(xì)的績效評估能夠填寫在每個(gè)被評估因素旁邊的用來書寫評價(jià)的空格內(nèi)。/r/n假如你是曉明電器廠人事行政部經(jīng)理/r/n何/r/n先生的助理。請結(jié)合人力資源治理常識，設(shè)計(jì)一張較為通用企業(yè)銷售業(yè)務(wù)人員的績效評估統(tǒng)計(jì)匯總表，以供/r/n何/r/n先生作為完善本企業(yè)績效評估制度的參考。/r/n學(xué)習(xí)參考資料/r/n推舉教材/r/n1、《企業(yè)人力資源治理》/r/n /r/n王琪延/r/n /r/n中國物價(jià)出版社/r/n2、《企業(yè)人力資源治理人員（基礎(chǔ)知識）》勞動部組編/r/n /r/n中國勞動社會保障出版社/r/n3、《企業(yè)人力資源治理人員（常用法律手冊）》/r/n /r/n勞動部組編/r/n /r/n中國勞動社會保障出版社/r/n4、《企業(yè)人力資源治理人員（上冊）》/r/n /r/n勞動部組編/r/n /r/n中國勞動社會保障出版社/r/n參考教材/r/n1、《組織行為學(xué)/r/n·/r/n人力資源治理案例與練習(xí)》/r/n /r/n余凱成陳維政張麗華/r/n /r/n大連理工大學(xué)出版社/r/n助理人力資源治理師鑒定指導(dǎo)/r/n鑒定項(xiàng)目簡介/r/n序號/r/n鑒定項(xiàng)目/r/n時(shí)刻（分鐘）/r/n考核方式/r/n講明/r/n1/r/n專業(yè)知識/r/n90/r/n電腦無紙化/r/n企業(yè)人力資源治理專業(yè)知識與理論/r/n2/r/n專業(yè)技能/r/n90/r/n筆試/r/n企業(yè)人力資源治理方案設(shè)計(jì)/r/n企業(yè)人力資源治理案例分析/r/n20/r/n口試/r/n企業(yè)人力資源治理方案設(shè)計(jì)與案例分析的口頭論述。/r/n3/r/n專業(yè)英語/r/n60/r/n筆試/r/n企業(yè)人力資源治理日常英語閱讀與表達(dá)/r/n△/r/n1967年12月31日前/r/n出生的考生本項(xiàng)目成績?yōu)閰⒖挤謹(jǐn)?shù)。/r/n注：各項(xiàng)目成績相互獨(dú)立，全部及格則鑒定通過。如一項(xiàng)目不及格，則只需補(bǔ)考此項(xiàng)目，其它項(xiàng)目成績二年內(nèi)有效。/r/n鑒定內(nèi)容大綱/r/n專業(yè)知識/r/n（一）人力資源規(guī)劃（權(quán)重13%）/r/n序號/r/n考點(diǎn)/r/n重要度/r/n難度/r/n1/r/n組織設(shè)計(jì)/r/n5/r/n5/r/n1.1/r/n組織設(shè)計(jì)差不多知識/r/n5/r/n5/r/n1.1.1/r/n組織設(shè)計(jì)要求/r/n5/r/n5/r/n1.1.2/r/n組織設(shè)計(jì)阻礙因素/r/n5/r/n5/r/n1.1.3/r/n組織設(shè)計(jì)原則/r/n1/r/n1/r/n1.1.4/r/n組織設(shè)計(jì)的內(nèi)容與步驟/r/n5/r/n5/r/n1.2/r/n組織信息的采集與處理/r/n1/r/n1/r/n1.2.1/r/n組織信息收集的方法/r/n1/r/n1/r/n1.2.2/r/n組織信息分析及其結(jié)果運(yùn)用/r/n1/r/n1/r/n1.3/r/n現(xiàn)代企業(yè)組織文化/r/n1/r/n1/r/n1.3.1/r/n組織文化的阻礙因素/r/n1/r/n1/r/n1.3.2/r/n組織文化與職員需要層次/r/n1/r/n1/r/n1.4/r/n組織診斷問卷設(shè)計(jì)/r/n5/r/n5/r/n1.4.1/r/n組織診斷問卷設(shè)計(jì)的過程/r/n5/r/n5/r/n1.4.2/r/n組織診斷問卷設(shè)計(jì)的方法/r/n1/r/n1/r/n2/r/n人力資源規(guī)劃知識/r/n9/r/n9/r/n2.1/r/n工作分析/r/n9/r/n9/r/n2.1.1/r/n工作分析方法的運(yùn)用/r/n9/r/n9/r/n2.1.2/r/n工作分析的實(shí)施過程/r/n9/r/n9/r/n2.2/r/n企業(yè)人員規(guī)劃的制定/r/n5/r/n5/r/n2.2.1/r/n企業(yè)人員供給與需求分析/r/n5/r/n5/r/n2.2.2/r/n企業(yè)人員供需平衡分析/r/n5/r/n5/r/n2.2.3/r/n人力資源開發(fā)政策/r/n1/r/n1/r/n3/r/n人力資源費(fèi)用預(yù)算/r/n1/r/n1/r/n3.1/r/n人力資源治理費(fèi)用知識/r/n1/r/n1/r/n3.2/r/n人力資源費(fèi)用數(shù)據(jù)類型/r/n1/r/n1/r/n(二)招聘與配置（權(quán)重20%）/r/n序號/r/n考點(diǎn)/r/n重要度/r/n難度/r/n1/r/n招聘預(yù)備/r/n5/r/n5/r/n1.1/r/n招聘需求分析/r/n5/r/n5/r/n1.1.1/r/n招聘環(huán)境與人員狀況分析/r/n1/r/n1/r/n1.1.2/r/n工作崗位信息分析/r/n5/r/n5/r/n1.2/r/n招聘程序/r/n5/r/n5/r/n1.3/r/n招聘渠道/r/n1/r/n1/r/n2/r/n招聘實(shí)施/r/n5/r/n5/r/n2.1/r/n招聘實(shí)施的過程/r/n5/r/n5/r/n2.2/r/n人員初步篩選/r/n1/r/n1/r/n2.3/r/n面試實(shí)施與技巧/r/n9/r/n9/r/n2.3.1/r/n面試差不多步驟/r/n5/r/n5/r/n2.3.2/r/n面試問題設(shè)計(jì)與提問技巧/r/n9/r/n9/r/n2.4/r/n職員錄用/r/n1/r/n1/r/n2.4.1/r/n職員錄用的要緊策略/r/n1/r/n1/r/n2.4.2/r/n職員錄用決策標(biāo)準(zhǔn)及注意事項(xiàng)/r/n1/r/n1/r/n3/r/n職員使用與調(diào)配/r/n1/r/n1/r/n3.1/r/n職員使用與調(diào)配原則/r/n1/r/n1/r/n3.2/r/n職員使用與調(diào)配理論基礎(chǔ)/r/n1/r/n1/r/n3.3/r/n職員職務(wù)的晉升/r/n1/r/n1/r/n4/r/n勞務(wù)外派與引進(jìn)/r/n5/r/n5/r/n4.1/r/n勞務(wù)外派與引進(jìn)相關(guān)法規(guī)/r/n1/r/n1/r/n4/r/n.2/r/n外派勞務(wù)工作的差不多程序/r/n5/r/n5/r/n4/r/n.3/r/n外派勞務(wù)的治理/r/n1/r/n1/r/n4/r/n外派勞務(wù)項(xiàng)目的審查/r/n1/r/n1/r/n4/r/n外派勞務(wù)人員的選擇/r/n1/r/n1/r/n4.4/r/n勞務(wù)引進(jìn)的治理/r/n1/r/n1/r/n4/r/n聘用外國人的審批/r/n1/r/n1/r/n4/r/n聘用外國人就業(yè)的差不多條件/r/n1/r/n1/r/n4/r/n入境后的工作/r/n1/r/n1/r/n（三）培訓(xùn)與開發(fā)（權(quán)重14%）/r/n序號/r/n考點(diǎn)/r/n重要度/r/n難度/r/n1/r/n培訓(xùn)制度的建立/r/n5/r/n5/r/n1.1/r/n職業(yè)培訓(xùn)相關(guān)法規(guī)/r/n1/r/n1/r/n1.2/r/n培訓(xùn)的差不多原則/r/n1/r/n1/r/n1.3/r/n培訓(xùn)制度的種類/r/n1/r/n1/r/n1.4/r/n培訓(xùn)制度的內(nèi)容/r/n5/r/n5/r/n1.4.1/r/n企業(yè)培訓(xùn)制度概念/r/n5/r/n5/r/n1.4.2/r/n起草培訓(xùn)制度的要求/r/n9/r/n9/r/n2/r/n職員職業(yè)進(jìn)展規(guī)劃/r/n5/r/n5/r/n2.1/r/n職員職業(yè)進(jìn)展規(guī)劃的內(nèi)容/r/n1/r/n1/r/n2.1.1/r/n差不多概念與特性/r/n1/r/n1/r/n2.1.2/r/n制定規(guī)劃的原則/r/n1/r/n1/r/n2.2/r/n組織與個(gè)人進(jìn)展信息/r/n5/r/n5/r/n2.2.1/r/n組織的職業(yè)治理/r/n5/r/n5/r/n2.2.2/r/n個(gè)人職業(yè)規(guī)劃/r/n5/r/n5/r/n2.3/r/n阻礙職業(yè)選擇的因素/r/n1/r/n1/r/n2.3.1/r/n個(gè)人因素/r/n1/r/n1/r/n2.3.2/r/n環(huán)境因素/r/n1/r/n1/r/n3/r/n培訓(xùn)治理/r/n5/r/n5/r/n3.1/r/n培訓(xùn)需求分析/r/n5/r/n5/r/n3.2/r/n培訓(xùn)經(jīng)費(fèi)預(yù)算/r/n1/r/n1/r/n3.3/r/n培訓(xùn)機(jī)構(gòu)選擇/r/n1/r/n1/r/n3.4/r/n培訓(xùn)實(shí)施/r/n9/r/n9/r/n3.4.1/r/n培訓(xùn)打算的制定/r/n9/r/n9/r/n3.4.2/r/n培訓(xùn)打算的實(shí)施/r/n5/r/n5/r/n3.5/r/n培訓(xùn)效果評估/r/n9/r/n9/r/n3.5.1/r/n培訓(xùn)效果的信息收集/r/n5/r/n5/r/n3.5.2/r/n培訓(xùn)評估數(shù)據(jù)整理與分析/r/n9/r/n9/r/n3.5.3/r/n培訓(xùn)評估的內(nèi)容與應(yīng)用/r/n5/r/n5/r/n（四）績效治理（權(quán)重11%）/r/n序號/r/n考點(diǎn)/r/n重要度/r/n難度/r/n1./r/n績效治理系統(tǒng)/r/n5/r/n5/r/n1.1/r/n績效治理系統(tǒng)基礎(chǔ)知識/r/n5/r/n5/r/n1.1.1/r/n績效治理的差不多原理/r/n1/r/n1/r/n1.1.2/r/n關(guān)鍵績效指標(biāo)的設(shè)定/r/n9/r/n9/r/n1.1.3/r/n績效治理打算的制定/r/n5/r/n5/r/n1.2/r/n績效治理系統(tǒng)的運(yùn)行/r/n1/r/n1/r/n2/r/n績效治理制度/r/n1/r/n1/r/n2.1/r/n績效治理制度的制定/r/n1/r/n1/r/n2.2/r/n績效治理制度的實(shí)施/r/n1/r/n1/r/n3/r/n績效評估/r/n5/r/n5/r/n3.1/r/n績效評估的要緊方法/r/n1/r/n1/r/n3.1.1/r/n行為導(dǎo)向型主觀評估方法/r/n1/r/n1/r/n3.1.2/r/n行為導(dǎo)向型客觀評估方法/r/n1/r/n1/r/n3.1.3/r/n結(jié)果導(dǎo)向型評估方法/r/n1/r/n1/r/n3.2/r/n績效評估的實(shí)施過程/r/n5/r/n5/r/n3.3/r/n績效評估結(jié)果的應(yīng)用/r/n5/r/n5/r/n3.3.1/r/n績效評估結(jié)果的作用/r/n1/r/n1/r/n3.3.2/r/n績效改進(jìn)打算/r/n5/r/n5/r/n（五）薪酬福利治理（權(quán)重21%）/r/n序號/r/n考點(diǎn)/r/n重要度/r/n難度/r/n1/r/n薪酬福利制度/r/n5/r/n5/r/n1.1/r/n薪酬福利的原則和差不多內(nèi)容/r/n1/r/n1/r/n1.2/r/n薪酬福利制度的制定/r/n5/r/n5/r/n1.3/r/n薪酬福利制度的調(diào)整/r/n5/r/n5/r/n2/r/n薪酬治理/r/n5/r/n5/r/n2.1/r/n薪酬治理基礎(chǔ)知識/r/n1/r/n1/r/n2.1.1/r/n薪酬治理的涵義/r/n1/r/n1/r/n2.1.2/r/n薪酬治理的內(nèi)容/r/n1/r/n1/r/n2.1.3/r/n薪酬治理的阻礙因素/r/n1/r/n1/r/n2.2/r/n薪酬治理差不多內(nèi)容/r/n5/r/n5/r/n2.2.1/r/n崗位評價(jià)與薪酬等級/r/n5/r/n5/r/n2.2.2/r/n薪酬調(diào)查/r/n5/r/n5/r/n2.2.3/r/n薪酬結(jié)構(gòu)/r/n1/r/n1/r/n2.2.4/r/n薪酬打算/r/n5/r/n5/r/n2.2.5/r/n薪酬形式/r/n9/r/n9/r/n3/r/n福利治理/r/n5/r/n5/r/n3.1/r/n福利治理基礎(chǔ)知識/r/n1/r/n1/r/n3.1.1/r/n福利的本質(zhì)及屬性/r/n1/r/n1/r/n3.1.2/r/n各種福利項(xiàng)目的特點(diǎn)/r/n1/r/n1/r/n3.2/r/n福利總額預(yù)算打算/r/n5/r/n5/r/n3.3/r/n各類保險(xiǎn)和住房公積金核算/r/n5/r/n5/r/n（六）勞動關(guān)系治理（權(quán)重21%）/r/n序號/r/n考點(diǎn)/r/n重要度/r/n難度/r/n1/r/n勞動合同治理/r/n5/r/n5/r/n1.1/r/n勞動合同和專項(xiàng)協(xié)議/r/n1/r/n1/r/n1.1.1/r/n勞動合同與專項(xiàng)協(xié)議的含義/r/n1/r/n1/r/n1.1.2/r/n勞動合同的內(nèi)容與特點(diǎn)/r/n1/r/n1/r/n1.1.2/r/n專項(xiàng)協(xié)議的內(nèi)容與特點(diǎn)/r/n1/r/n1/r/n1.2/r/n勞動合同文本/r/n1/r/n1/r/n1.2.1/r/n法定條款/r/n1/r/n1/r/n1.2.2/r/n約定條款/r/n1/r/n1/r/n1.3/r/n勞動合同的訂立與變更/r/n5/r/n5/r/n1.3.1/r/n訂立與變更的原則/r/n1/r/n1/r/n1.3.2/r/n訂立與變更的程序/r/n9/r/n9/r/n1.4/r/n勞動合同的解除與終止/r/n5/r/n5/r/n1.4.1/r/n解除與終止的條件/r/n5/r/n5/r/n1.4.2/r/n補(bǔ)償金核算規(guī)定/r/n1/r/n1/r/n2/r/n集體合同的協(xié)商和履行/r/n1/r/n1/r/n2.1/r/n集體合同的內(nèi)容和簽訂的程序/r/n1/r/n1/r/n2.2/r/n集體合同的履行、監(jiān)督檢查和責(zé)任/r/n1/r/n1/r/n3/r/n職員溝通/r/n5/r/n5/r/n3.1/r/n職職員作中意度調(diào)查/r/n5/r/n5/r/n3.1.1/r/n職職員作中意度調(diào)查的含義/r/n1/r/n1/r/n3.1.2/r/n職職員作中意度調(diào)查的方法/r/n5/r/n5/r/n3.2/r/n企業(yè)組織的信息溝通/r/n5/r/n5/r/n3.2.1/r/n企業(yè)勞動關(guān)系治理信息系統(tǒng)的職能/r/n1/r/n1/r/n3.2.2/r/n信息溝通制度/r/n5/r/n5/r/n3.2.3/r/n職員溝通程序與方法/r/n5/r/n5/r/n4/r/n職業(yè)安全衛(wèi)生治理/r/n1/r/n1/r/n4.1/r/n國家職業(yè)安全衛(wèi)生制度/r/n1/r/n1/r/n4.2/r/n職業(yè)安全衛(wèi)生治理的內(nèi)容/r/n1/r/n1/r/n4.3/r/n職業(yè)安全衛(wèi)生愛護(hù)預(yù)算/r/n1/r/n1/r/n專業(yè)技能/r/n（一）人力資源規(guī)劃（權(quán)重13%）/r/n1/r/n用調(diào)研法、設(shè)計(jì)問卷處理組織信息/r/n1/r/n1/r/n2/r/n初步分析組織信息/r/n1/r/n1/r/n3/r/n編制崗位講明書/r/n9/r/n9/r/n4/r/n編制崗位設(shè)置打算書/r/n5/r/n5/r/n5/r/n編制崗位配置年度打算/r/n9/r/n9/r/n6/r/n制定費(fèi)用預(yù)算單項(xiàng)報(bào)表/r/n5/r/n5/r/n7/r/n審核單項(xiàng)人力資源費(fèi)用統(tǒng)計(jì)報(bào)表/r/n1/r/n1/r/n(二)招聘與配置（權(quán)重20%）/r/n1/r/n起草單項(xiàng)招聘制度草案/r/n1/r/n1/r/n2/r/n分析崗位信息/r/n1/r/n1/r/n3/r/n分析、審核人員需求信息，提出招聘建議/r/n5/r/n5/r/n4/r/n實(shí)施招聘日程確定、候選人聯(lián)系與招聘組織/r/n5/r/n5/r/n5/r/n初步篩選應(yīng)聘者/r/n1/r/n1/r/n6/r/n辦理勞動合同與相關(guān)協(xié)議簽訂手續(xù)，建立人事檔案/r/n5/r/n5/r/n7/r/n起草錄用提案/r/n1/r/n1/r/n8/r/n承辦聘用專門群體人員的相關(guān)手續(xù)/r/n1/r/n1/r/n9/r/n分析招聘成本與招聘效果，草擬招聘活動總結(jié)報(bào)告/r/n5/r/n5/r/n10/r/n跟蹤并反饋新錄用人員的任職信息/r/n1/r/n1/r/n11/r/n操作人員治理信息系統(tǒng)并進(jìn)行相關(guān)分析/r/n1/r/n1/r/n12/r/n實(shí)施人員調(diào)配與流淌/r/n1/r/n1/r/n13/r/n獨(dú)立實(shí)施勞務(wù)外派與引進(jìn)打算，辦理相關(guān)手續(xù)/r/n5/r/n5/r/n（三）培訓(xùn)與開發(fā)（權(quán)重14%）/r/n1/r/n搜集、整理、分析培訓(xùn)需求信息/r/n5/r/n5/r/n2/r/n起草培訓(xùn)制度草案/r/n5/r/n5/r/n3/r/n分析阻礙職業(yè)選擇的因素/r/n5/r/n1/r/n4/r/n收集匯總職員進(jìn)展規(guī)劃信息/r/n1/r/n1/r/n5/r/n獨(dú)立進(jìn)行社會調(diào)查，選擇培訓(xùn)機(jī)構(gòu)/r/n1/r/n1/r/n6/r/n規(guī)劃學(xué)時(shí)、組織考試、進(jìn)行學(xué)員治理/r/n1/r/n1/r/n7/r/n編制并講明培訓(xùn)費(fèi)用預(yù)算草案/r/n9/r/n5/r/n8/r/n跟蹤培訓(xùn)效果，起草培訓(xùn)總結(jié)/r/n9/r/n9/r/n9/r/n確認(rèn)職員自學(xué)學(xué)歷，登錄、整理相關(guān)信息/r/n5/r/n5/r/n（四）績效治理（權(quán)重11%）/r/n1/r/n收集背景資料以備建立各項(xiàng)績效評估制度/r/n5/r/n5/r/n2/r/n運(yùn)用辦公軟件設(shè)計(jì)績效評估表格/r/n5/r/n5/r/n3/r/n分類治理績效評估文檔/r/n1/r/n1/r/n4/r/n起草績效評估效果總結(jié)/r/n9/r/n9/r/n（五）薪酬福利治理（權(quán)重21%）/r/n1/r/n起草單項(xiàng)薪酬福利制度/r/n9/r/n9/r/n2/r/n計(jì)算和評價(jià)工作評估信息/r/n5/r/n5/r/n3/r/n進(jìn)行薪酬調(diào)查/r/n5/r/n5/r/n4/r/n測算調(diào)整薪酬、獎金的方案/r/n5/r/n5/r/n5/r/n獨(dú)立承擔(dān)福利費(fèi)用總額預(yù)算/r/n5/r/n5/r/n6/r/n起草補(bǔ)充保險(xiǎn)草案/r/n5/r/n5/r/n（六）勞動關(guān)系治理（權(quán)重21%）/r/n1/r/n起草單項(xiàng)勞動關(guān)系規(guī)章制度/r/n9/r/n9/r/n2/r/n起草勞動合同及各類專項(xiàng)協(xié)議文書/r/n5/r/n5/r/n3/r/n建立勞動合同及各類專項(xiàng)協(xié)議文書臺賬/r/n1/r/n1/r/n4/r/n運(yùn)用法律和企業(yè)規(guī)定核算補(bǔ)償金/r/n5/r/n5/r/n5/r/n勞動合同期滿續(xù)簽或終止合同/r/n1/r/n1/r/n6/r/n向當(dāng)?shù)貏趧硬块T報(bào)送集體合同/r/n1/r/n1/r/n7/r/n開展工作中意度調(diào)查，整理分析調(diào)查結(jié)果/r/n5/r/n5/r/n8/r/n對職員溝通結(jié)果進(jìn)行記錄、分析、整理和準(zhǔn)確反饋/r/n5/r/n5/r/n9/r/n宣傳安全衛(wèi)生規(guī)程、標(biāo)準(zhǔn)，檢查落實(shí)情況/r/n1/r/n1/r/n10/r/n建立辦理專門崗位職業(yè)資格證書的取證、換證手續(xù)/r/n1/r/n1/r/n11/r/n組織工傷傷殘?jiān)u定、執(zhí)行工傷保險(xiǎn)方法/r/n1/r/n1/r/n12/r/n進(jìn)行職業(yè)安全衛(wèi)生經(jīng)費(fèi)預(yù)算/r/n5/r/n5/r/n13/r/n實(shí)施崗位安全教育/r/n1/r/n1/r/n專業(yè)英語/r/n考核要求：/r/n認(rèn)知人力資源治理專業(yè)基礎(chǔ)詞匯200個(gè)（詳見詞匯表）。/r/n能夠閱讀并理解常用人力資源治理實(shí)踐過程中所使用的英文圖表、工作流程與書面陳述資料。/r/n能夠用英語書面表述人力資源治理工作日常溝通用語。/r/n能夠閱讀常用人力資源治理工作用書面資料。/r/n附錄：詞匯表/r/n注：此詞匯表為專業(yè)詞匯表，參加鑒定者應(yīng)具有一定的公共英語基礎(chǔ)。/r/n序號/r/n認(rèn)知詞匯/r/n中譯詞意/r/n1/r/nAcceptability/r/n可同意性/r/n2/r/nAchievementtests/r/n成就測試/r/n3/r/nActionplan/r/n行動打算/r/n4/r/nActionsteps/r/n行動步驟/r/n5/r/nAdventurelearning/r/n探險(xiǎn)學(xué)習(xí)法/r/n6/r/nA/r/ndverseimpact/r/n負(fù)面阻礙/r/n7/r/nAl/r/nternativedisputeresolution(/r/nA/r/nDR)/r/n建設(shè)性爭議解決方法/r/n8/r/nA/r/nnalyticapproach/r/n分析法/r/n9/r/nAppraisalpolitics/r/n評價(jià)政治學(xué)/r/n10/r/nApprenticeship/r/n學(xué)徒制/r/n11/r/nArbitrary/r/n仲裁/r/n12/r/nAssessment/r/n評價(jià)/r/n13/r/nAssessmentcenter/r/n評價(jià)中心/r/n14/r/nBasicskills/r/n差不多技能/r/n15/r/nB/r/nehavior-basedprogram/r/n行為改變打算/r/n16/r/nBehaviormodeling/r/n行為模擬/r/n17/r/nBenchmarks/r/n標(biāo)桿/r/n18/r/nBenchmarking/r/n評判/r/n19/r/nBenefits/r/n收益/r/n20/r/nBonus/r/n獎金/r/n21/r/nBoycott/r/n聯(lián)合抵制/r/n22/r/nCareer/r/n職業(yè)/r/n23/r/nCareercounseling/r/n職業(yè)咨詢/r/n24/r/nC/r/nareercurves(maturitycurves)/r/n職業(yè)曲線（成熟曲線）/r/n25/r/nC/r/nareermanagementsystem/r/n職業(yè)治理系統(tǒng)/r/n26/r/nCareersupport/r/n職業(yè)支持/r/n27/r/nCentralization/r/n集權(quán)化/r/n28/r/nC/r/nommunityofpractice/r/n演練小組/r/n29/r/nCompa-ratio/r/n比較比率/r/n30/r/nCompensablefactors/r/n酬勞要素/r/n31/r/nCompetencyassessment/r/n能力評估/r/n32/r/nCompetitiveadvantage/r/n競爭優(yōu)勢/r/n33/r/nConcentrationstrategy/r/n集中戰(zhàn)略/r/n34/r/nConcurrentvalidation/r/n同時(shí)效度/r/n35/r/nC/r/nonsumerpriceindex,CPI/r/n消費(fèi)者價(jià)格指數(shù)/r/n36/r/nCorecompetencies/r/n核心競爭力/r/n37/r/nC/r/nriterion-relatedvalidity/r/n效標(biāo)關(guān)聯(lián)效度/r/n38/r/nC/r/nriticalincident/r/n關(guān)鍵事件/r/n39/r/nC/r/nriticalincidentmethod/r/n關(guān)鍵事件法/r/n40/r/nC/r/nross-culturalpreparation/r/n跨文化預(yù)備/r/n41/r/nCross-training/r/n交叉培訓(xùn)/r/n42/r/nCulturalenvironment/r/n文化環(huán)境/r/n43/r/nCulturalshock/r/n文化沖擊/r/n44/r/nCustomerappraisal/r/n顧客評估/r/n45/r/nDataflowdiagram/r/n數(shù)據(jù)流程圖/r/n46/r/nDatabase/r/n數(shù)據(jù)庫/r/n47/r/nD/r/necentralization/r/n分散化/r/n48/r/nDelayering/r/n扁平化/r/n49/r/nDepression/r/n沮喪/r/n50/r/nDevelopmentplanningsystem/r/n開發(fā)規(guī)劃系統(tǒng)/r/n51/r/nDifferentialpiecerate/r/n差額計(jì)件工資/r/n52/r/nDirectcosts/r/n直接成本/r/n53/r/nDiscipline/r/n紀(jì)律/r/n54/r/nDisparateimpact/r/n差不性阻礙/r/n55/r/nDisparatetreatment/r/n差不性對待/r/n56/r/nDiversitytraining/r/n多元化培訓(xùn)/r/n57/r/nDownsizing/r/n精簡/r/n58/r/nDownwardmove/r/n降級/r/n59/r/nEfficiencywagetheory/r/n效率工資理論/r/n60/r/nElectronicperformancesupportsystem(EPSS)/r/n電子績效支持系統(tǒng)/r/n61/r/nEmployeeempowerment/r/n職員授權(quán)/r/n62/r/nEmployeeleasing/r/n職員租借/r/n63/r/nEthics/r/n道德/r/n64/r/nExpatriate/r/n外派雇員/r/n65/r/nExpertsystems/r/n專家系統(tǒng)/r/n66/r/nExternalanalysis/r/n外部分析/r/n67/r/nExternalgrowthstrategy/r/n外邊成長戰(zhàn)略/r/n68/r/nExternallabormarket/r/n外部勞動力市場/r/n69/r/nFactorcomparisonsystem/r/n因素比較法/r/n70/r/nFeedback/r/n反饋/r/n71/r/nForecasting/r/n（勞動力供求）預(yù)測/r/n72/r/nFormaleducationprograms/r/n正規(guī)教育打算/r/n73/r/nFrameofreference/r/n參照系/r/n74/r/nFunctionaljobanalysis,FJA/r/n職能工作分析/r/n75/r/nGainsharingplans/r/n收益分享打算/r/n76/r/nGlobalization/r/n全球化/r/n77/r/nGoals/r/n目標(biāo)/r/n78/r/nGoalsandtimetables/r/n目標(biāo)和時(shí)刻表/r/n79/r/nGraphicrating-scalemethod/r/n圖式評估法/r/n80/r/nGroup-buildingmethods/r/n團(tuán)隊(duì)建設(shè)法/r/n81/r/nGroupmentoringprogram/r/n群體指導(dǎo)打算/r/n82/r/nHayprofilemethod/r/n海氏剖析法/r/n83/r/nHigh-leveragetraining/r/n高層次培訓(xùn)/r/n84/r/nHigh-performanceworksystems/r/n高績效工作系統(tǒng)/r/n85/r/nHourlywork/r/n計(jì)時(shí)工資制/r/n86/r/nHumancapital/r/n人力資本/r/n87/r/nHumanresourceinformationsystem(HRIS)/r/n人力資源信息系統(tǒng)/r/n88/r/nHumanresourcemanagement/r/n人力資源治理/r/n89/r/nHumanresourcesplanning,HRP/r/n人力資源打算/r/n90/r/nIndirectcosts/r/n間接成本/r/n91/r/nIndividualism/collectivism/r/n個(gè)人主義/集體主義/r/n92/r/nInput/r/n投入/r/n93/r/nInstructionaldesignprocess/r/n指導(dǎo)性設(shè)計(jì)過程/r/n94/r/nInternalanalysis/r/n內(nèi)部分析/r/n95/r/nInternalgrowthstrategy/r/n內(nèi)部成長戰(zhàn)略/r/n96/r/nInternshipprograms/r/n實(shí)習(xí)打算/r/n97/r/nInterview/r/n面試/r/n98/r/nIntraorganizationalbargaining/r/n組織內(nèi)談判/r/n99/r/nJobanalysis/r/n工作分析/r/n100/r/nJobclassificationsystem/r/n工作分類法/r/n101/r/nJobdescription/r/n工作描述/r/n102/r/nJobdesign/r/n工作設(shè)計(jì)/r/n103/r/nJobenlargement/r/n工作擴(kuò)大化/r/n104/r/nJobenrichment/r/n工作豐富化/r/n105/r/nJobevaluation/r/n工作評價(jià)/r/n106/r/nJobexperiences/r/n工作經(jīng)驗(yàn)/r/n107/r/nJobinvolvement/r/n工作認(rèn)同/r/n108/r/nJobpostingandbidding/r/n工作張貼和申請/r/n109/r/nJobprogressions/r/n工作提升/r/n110/r/nJobrankingsystem/r/n工作重要性排序法/r/n111/r/nJobrotation/r/n工作輪換/r/n112/r/nJobsatisfaction/r/n工作中意度/r/n113/r/nJobspecification/r/n工作規(guī)范/r/n114/r/nJobstructure/r/n工作結(jié)構(gòu)/r/n115/r/nKeyjobs/r/n關(guān)鍵工作/r/n116/r/nLabormarket/r/n勞動力市場/r/n117/r/nLaborrelationsprocess/r/n勞動關(guān)系進(jìn)程/r/n118/r/nLeaderlessgroupdiscussion/r/n無領(lǐng)導(dǎo)小組討論法/r/n119/r/nLearningorganization/r/n學(xué)習(xí)型組織/r/n120/r/nLong-term-short-termorientation/r/n長期-短期導(dǎo)向/r/n121/r/nMaintenanceofmembership/r/n會員資格維持/r/n122/r/nManagementbyobjectives,MBO/r/n目標(biāo)治理/r/n123/r/nManagementforecasts/r/n治理預(yù)測/r/n124/r/nManagementprerogatives/r/n治理特權(quán)/r/n125/r/nManagerand/orsupervisorappraisal/r/n經(jīng)理和/或上司評估/r/n126/r/nManagingdiversity/r/n治理多元化/r/n127/r/nMarkovanalysis/r/n馬克夫分析法/r/n128/r/nMediation/r/n調(diào)解/r/n129/r/nMentor/r/n導(dǎo)師/r/n130/r/nMeritguideline/r/n績效指南/r/n131/r/nMinimumwage/r/n最低工資/r/n132/r/nMotivationtolearn/r/n學(xué)習(xí)的動機(jī)/r/n133/r/nNeedsassessment/r/n（培訓(xùn)）需要評價(jià)/r/n134/r/nN/r/negligence/r/n疏忽/r/n135/r/nNepotism/r/n裙帶關(guān)系/r/n136/r/nOmbudsman/r/n調(diào)查專員/r/n137/r/nOn-the-jobtraining/r/n（/r/nOJT/r/n）/r/n/r/n在職培訓(xùn)/r/n138/r/nOpportunitytoperform/r/n實(shí)踐的機(jī)會/r/n139/r/nOrganizationalanalysis/r/n組織分析/r/n140/r/nOrganizationalcapability/r/n組織能力/r/n141/r/nOrientation/r/n導(dǎo)向培訓(xùn)/r/n142/r/nOutplacementcounseling/r/n重新謀職咨詢/r/n143/r/nOutput/r/n產(chǎn)出/r/n144/r/nOutsourcing/r/n外包/r/n145/r/nPay-policyline/r/n工資政策線/r/n146/r/nPaystructure/r/n工資結(jié)構(gòu)/r/n147/r/nPeerappraisal/r/n同事評估/r/n148/r/nPerformanceappraisal/r/n績效評價(jià)/r/n149/r/nPerformancefeedback/r/n績效反饋/r/n150/r/nPerformancemanagement/r/n績效治理/r/n151/r/nPerformanceplanningandevaluation(PPE)/r/n績效規(guī)劃與評價(jià)系統(tǒng)/r/n152/r/nPerquisites/r/n津貼/r/n153/r/nPersonanalysis/r/n個(gè)人分析/r/n154/r/nPersoncharacteristics/r/n個(gè)人特征/r/n155/r/nPersonnelselection/r/n人員甄選/r/n156/r/nPointsystem/r/n積分法/r/n157/r/nPositionanalysisquestionnaire,PaQ/r/n職位分析問卷調(diào)查/r/n158/r/nPowerdistance/r/n權(quán)力差距/r/n159/r/nPredictivevalidation/r/n預(yù)測效度/r/n160/r/nProfitsharing/r/n利潤分享/r/n161/r/nPromotion/r/n晉升/r/n162/r/nProteancareer/r/n多變的職業(yè)/r/n163/r/nPsychologicalcontract/r/n心理契約/r/n164/r/nPsychologicalsupport/r/n心理支持/r/n165/r/nReadinessfortraining/r/n培訓(xùn)預(yù)備/r/n166/r/nReasoningability/r/n推理能力/r/n167/r/nRecruitment/r/n招募/r/n168/r/nReengineering/r/n流程再造/r/n169/r/nReliability/r/n信度/r/n170/r/nRepatriation/r/n歸國預(yù)備/r/n171/r/nReplacementcharts/r/n替換表/r/n172/r/nRequestforproposal(REP)/r/n（培訓(xùn)）招標(biāo)書/r/n173/r/nReturnoninvestment(ROI)/r/n投資回報(bào)/r/n174/r/nRoleambiguity/r/n角色模糊/r/n175/r/nSelection/r/n甄選/r/n176/r/nSelf-appraisal/r/n自我評估/r/n177/r/nSelf-efficacy/r/n自信心/r/n178/r/nSituationalinterview/r/n情景面試/r/n179/r/nSkill-basedpay/r/n技能工資/r/n180/r/nSkillinventories/r/n技能量表/r/n181/r/nSpecificity/r/n明確性/r/n182/r/nSpotbonus/r/n即時(shí)獎金/r/n183/r/nStaffingtables/r/n人員配置表/r/n184/r/nStrategicchoice/r/n戰(zhàn)略選擇/r/n185/r/nStrategiccongruence/r/n戰(zhàn)略一致性/r/n186/r/nStrategichumanresourcemanagement(SHRM)/r/n戰(zhàn)略性人力資源治理/r/n187/r/nStrategyformulation/r/n戰(zhàn)略形成/r/n188/r/nStrategyimplementation/r/n戰(zhàn)略執(zhí)行/r/n189/r/nTaskanalysis/r/n任務(wù)分析/r/n190/r/nTeamleadertraining/r/n團(tuán)隊(duì)領(lǐng)導(dǎo)培訓(xùn)/r/n191/r/n360-degreefeedbackprocess/r/n360度反饋過程/r/n192/r/nTotalqualitymanagement(TQM)/r/n全面質(zhì)量治理/r/n193/r/nTraining/r/n培訓(xùn)/r/n194/r/nTrainingadministration/r/n培訓(xùn)治理/r/n195/r/nValidity/r/n效度/r/n196/r/nVoicing/r/n發(fā)言/r/n197/r/nWageandsalarysurvey/r/n薪資調(diào)查/r/n198/r/nWage-ratecompression/r/n工資壓縮/r/n199/r/nWeb-basedtraining/r/n網(wǎng)上培訓(xùn)/r/n200/r/nWorkpermit/workcertificate/r/n就業(yè)許可證/r/n鑒定題型示例/r/n模塊一專業(yè)知識/r/n單項(xiàng)選擇題（請?jiān)谒膫€(gè)選擇肢中選擇一項(xiàng)作為正確答案，將相應(yīng)代碼填入括號中。）/r/n1.假如許多人在面試中使用一種工具給一個(gè)求職者打分，他們都給候選人相同或相近的分?jǐn)?shù)，則這種工具具有較高的（C）。/r/nA.內(nèi)部一致性信度B.復(fù)本信度C.評分者信度D.重測信度/r/n參考答案：C/r/n2.在職位評價(jià)的實(shí)施過程中，在培訓(xùn)完評價(jià)專家小組和數(shù)據(jù)處理工作小組之后，緊接著需要完成的工作是（）。/r/n籌劃與預(yù)備職位評價(jià) B.建立評價(jià)標(biāo)桿/r/nC.編制評價(jià)手冊 D.編寫職位講明/r/n參考答案：B/r/n多項(xiàng)選擇題（請?jiān)谖鍌€(gè)選擇肢中選擇二至五項(xiàng)作為正確答案，將相應(yīng)代碼填入括號中。）/r/n1.勞動合同屬于法定要式合同。我國《勞動法》規(guī)定，在勞動合同中應(yīng)當(dāng)具備（）等法定條款。/r/n A．保密事項(xiàng)/r/n B．勞動紀(jì)律/r/n勞動酬勞/r/n試用期限/r/n違反勞動合同的責(zé)任/r/n參考答案：BCE/r/n2． 結(jié)構(gòu)工資制又被稱為組合工資制。一般的結(jié)構(gòu)工資由以下（）這幾部分組成。/r/n技術(shù)工資/r/n業(yè)績工資/r/n工齡工資/r/n基礎(chǔ)工資/r/n談判工資/r/n參考答案：ABCD/r/n推斷題（請推斷以下單句表述正確與否，如正確,則在括號內(nèi)填入/r/n“√”/r/n反之則填入/r/n“×”/r/n。）/r/n1． 人力資源打算的最終目標(biāo)是使國家、企業(yè)和個(gè)人得到長期的利益。（）/r/n 參考答案：/r/n√/r/n2. 申請表是一種初始時(shí)期的人員選拔篩選工具，它的結(jié)構(gòu)是開放式的。/r/n（）/r/n 參考答案：/r/n×/r/n模塊二專業(yè)技能/r/n一．方案設(shè)計(jì)題型示例/r/n背景綜述：/r/n運(yùn)通建筑工程公司從事房地產(chǎn)的項(xiàng)目建設(shè)與治理工作。公司最核心的一個(gè)部門是項(xiàng)目治理部，該部門有10個(gè)項(xiàng)目經(jīng)理，每個(gè)人都獨(dú)立承接項(xiàng)目，有的項(xiàng)目經(jīng)理還同時(shí)承接幾個(gè)項(xiàng)目。由于2002年初以來公司的業(yè)務(wù)不斷擴(kuò)大，目前的項(xiàng)目經(jīng)理有些應(yīng)接不暇。項(xiàng)目治理部經(jīng)理/r/n陳/r/n先生與人力資源部經(jīng)理/r/n李/r/n先生通過討論，初步預(yù)備招聘若干名項(xiàng)目助理，起到協(xié)助項(xiàng)目經(jīng)理日常工作的作用。按照/r/n李/r/n先生對項(xiàng)目助理這一職位的工作分析，確定此職位的勝任者須完成的工作包括對各種項(xiàng)目文件，如招投標(biāo)書、設(shè)計(jì)圖紙、合同等進(jìn)行規(guī)范化治理，因此合適的人選要具備一定的檔案治理技能。同時(shí)，工程項(xiàng)目的付款工作也希望那個(gè)項(xiàng)目助理職位能夠承擔(dān)，因此，又需要一定的財(cái)務(wù)知識。另外，工程建設(shè)中要涉及到各種各樣的材料，必須及時(shí)保證這些材料的供應(yīng)。項(xiàng)目助理要具備建筑材料的相關(guān)常識。在對外聯(lián)絡(luò)中，除了與材料供應(yīng)商聯(lián)系之外，項(xiàng)目助理人員也需要與政府有關(guān)部門打交道，并需要經(jīng)常關(guān)心項(xiàng)目經(jīng)理做一些傳遞信息、收集信息和組織會議等溝通工作。一個(gè)優(yōu)秀的項(xiàng)目助理通過一定的培訓(xùn)和鍛煉一定能夠勝任做項(xiàng)目經(jīng)理的工作，因此這成為項(xiàng)目經(jīng)理的專門好的階梯。/r/n設(shè)計(jì)內(nèi)容及要求：/r/n假如你是運(yùn)通建筑工程公司人力資源部負(fù)責(zé)招聘的主管人員。請依照/r/n李/r/n先生對項(xiàng)目助理這一職位的工作分析結(jié)果，擬寫一份簡要的招聘申請表。請列出各款項(xiàng)名稱并簡要描述相應(yīng)內(nèi)容。/r/n案例分析題型示例/r/n背景綜述：/r/n2002年，在汽車行業(yè)從業(yè)多年的許先生被華明汽車公司解雇，來到了瀕臨倒閉的另一家汽車公司，華光汽車公司。在他剛進(jìn)入華光公司時(shí)，公司的市場占有率僅為8%左右，庫存積壓汽車8萬余輛，虧損6億元，創(chuàng)該公司虧損最高記錄，積欠各種債務(wù)高達(dá)30億元。面對此種情況，許先生鄭重宣布：要在幾年內(nèi)不但使公司起死回生，還要創(chuàng)出佳績來。他規(guī)定，在公司起死回生之前，他的個(gè)人年薪僅為1元。許先生憑借自己的經(jīng)營治理經(jīng)驗(yàn)和積存的治理知識，通過對公司內(nèi)部和行業(yè)競爭對手的分析，開出了改善華光汽車公司現(xiàn)狀的四劑藥方。第一劑：精簡機(jī)構(gòu)。許先生認(rèn)為當(dāng)時(shí)的華光汽車公司在人員治理上存在以下幾個(gè)問題：紀(jì)律松弛，治理混亂，人浮于事。為此，他采取了以下方法。第一，精簡高層領(lǐng)導(dǎo)，關(guān)于那些身居高位而無所事事者統(tǒng)統(tǒng)撤掉。38個(gè)副總裁共辭去32個(gè)，高層部門的經(jīng)理也由28個(gè)降到4個(gè)。第二，壓縮企業(yè)規(guī)模。堅(jiān)決關(guān)閉或出售不盈利的工廠和生產(chǎn)線。第三，削減雇員。許先生先后解雇了1萬多名工人，裁減率超過了50%。盡管悲慘，但為了公司的生存，不得不如此做。第二劑：挖掘人才。許先生十分重視人才的作用。他憑借多年保留的人才記錄本，連/r/n“/r/n挖/r/n”/r/n帶拉，先后從另一家汽車公司搜羅了數(shù)名得力干將。第三劑：吸引顧客靠創(chuàng)新。產(chǎn)品經(jīng)營的關(guān)鍵在于/r/n“/r/n創(chuàng)新/r/n”/r/n。為此，許先生大力加強(qiáng)市場調(diào)研部門作用，由副總經(jīng)理胡先生為主管，針對市場動態(tài)，消費(fèi)趨向，顧客特點(diǎn)偏好，材料價(jià)格波動和家庭規(guī)模變化等相關(guān)問題進(jìn)行廣泛而深入的調(diào)查分析，為生產(chǎn)提供決策的信息依據(jù)。第四劑：大作廣告。由于幾年前華光汽車公司/r/n“/r/n聲名/r/n”/r/n在外，人們對其新產(chǎn)品總是半信半疑。要改變這一形勢，必須大作廣告。華光收到了專門好的效果。上述四劑藥方的實(shí)施，不但大大地優(yōu)化了該公司的經(jīng)營機(jī)構(gòu)，同時(shí)也將華光汽車公司扭虧為盈，制造了汽車工業(yè)史上的奇跡。/r/n 分析要求：/r/n華光汽車/r/n公司許/r/n先生一方面大舉裁員，另一方面多方納賢，從中我們能夠看出他的用人之道何在？請結(jié)合人力資源治理與開發(fā)的理論闡述你的觀點(diǎn)。/r/n口試題型示例/r/n如何進(jìn)行培訓(xùn)成本預(yù)算與效益分析，應(yīng)當(dāng)采取哪些具體的措施？請結(jié)合你在工作中的實(shí)際事例談?wù)勀愕目捶ā? /r/n學(xué)習(xí)參考資料/r/n推舉教材/r/n1、《人力資源開發(fā)與治理（第二版）》/r/n /r/n張德/r/n /r/n清華大學(xué)出版社/r/n2、《企業(yè)人力資源治理人員（基礎(chǔ)知識）》勞動部組編/r/n /r/n中國勞動社會保障出版社/r/n3、《企業(yè)人力資源治理人員（常用法律手冊）》/r/n /r/n勞動部組編/r/n /r/n中國勞動社會保障出版社/r/n4、《企業(yè)人力資源治理人員（上冊）》/r/n /r/n勞動部組編/r/n /r/n中國勞動社會保障出版社/r/n參考教材/r/n1、《工作分析實(shí)務(wù)手冊》/r/n /r/n鄭曉明吳志明/r/n /r/n機(jī)械工業(yè)出版社/r/n2、《職員招聘與選拔實(shí)務(wù)手冊》/r/n /r/n吳志明/r/n /r/n機(jī)械工業(yè)出版社/r/n3、《人員培訓(xùn)實(shí)務(wù)手冊》/r/n /r/n郭京生張立興潘立/r/n /r/n機(jī)械工業(yè)出版社/r/n4、《績效治理實(shí)務(wù)手冊》/r/n /r/n武欣/r/n/r/n/r/n/r/n機(jī)械工業(yè)出版社/r/n /r/n5、《薪酬治理實(shí)務(wù)手冊》/r/n /r/n劉軍勝/r/n/r/n機(jī)械工業(yè)出版社/r/n6、《人力資源治理與開發(fā)案例精選》張德/r/n /r/n清華大學(xué)出版社/r/n /r/n人力資源治理師鑒定指導(dǎo)/r/n鑒定項(xiàng)目簡介/r/n序號/r/n鑒定項(xiàng)目/r/n時(shí)刻（分鐘）/r/n考核方式/r/n考核題型/r/n1/r/n專業(yè)知識/r/n90/r/n電腦無紙化/r/n企業(yè)人力資源治理戰(zhàn)略理論與知識/r/n2/r/n專業(yè)技能/r/n90/r/n筆試/r/n企業(yè)人力資源治理項(xiàng)目策劃（三選二）/r/n企業(yè)人力資源治理案例分析（三選二）/r/n20/r/n口試/r/n企業(yè)人力資源治理項(xiàng)目策劃與案例分析的口頭論述。/r/n3/r/n專業(yè)英語/r/n60/r/n筆試/r/n企業(yè)人力資源治理日常英語溝通運(yùn)用/r/n△/r/n1967年12月31日前/r/n出生的考生本項(xiàng)目成績?yōu)閰⒖挤謹(jǐn)?shù)。/r/n注：各項(xiàng)目成績相互獨(dú)立，全部及格則鑒定通過。如一項(xiàng)目不及格，則只需補(bǔ)考此項(xiàng)目，其它項(xiàng)目成績二年內(nèi)有效。/r/n鑒定內(nèi)容大綱/r/n專業(yè)知識/r/n（一）人力資源規(guī)劃（權(quán)重20%）/r/n序號/r/n考點(diǎn)/r/n重要度/r/n難度/r/n1/r/n人力資源治理戰(zhàn)略規(guī)劃/r/n5/r/n5/r/n1.1/r/n企業(yè)競爭戰(zhàn)略的分析/r/n1/r/n1/r/n1.1.1/r/n企業(yè)競爭戰(zhàn)略的特點(diǎn)/r/n1/r/n1/r/n1.1.2/r/n企業(yè)競爭戰(zhàn)略的支撐點(diǎn)/r/n1/r/n1/r/n1.2/r/n人力資源開發(fā)戰(zhàn)略與策略的制定/r/n5/r/n5/r/n1.2.1/r/n制定人力資源開發(fā)戰(zhàn)略的前提與依據(jù)/r/n1/r/n1/r/n1.2.2/r/n人力資源質(zhì)量開發(fā)策略的制定/r/n5/r/n5/r/n1.2.3/r/n企業(yè)人力資源治理策略模式的選擇/r/n5/r/n5/r/n2/r/n組織規(guī)劃/r/n5/r/n5/r/n2.1/r/n組織機(jī)構(gòu)的設(shè)置與調(diào)整/r/n1/r/n1/r/n2.1.1/r/n組織機(jī)構(gòu)的設(shè)置/r/n1/r/n1/r/n2.1.2/r/n企業(yè)組織機(jī)構(gòu)的調(diào)整與分析/r/n1/r/n1/r/n2.2/r/n組織設(shè)計(jì)與再設(shè)計(jì)/r/n9/r/n9/r/n2.3/r/n企業(yè)組織診斷、變革與整合/r/n5/r/n5/r/n3/r/n企業(yè)人力資源治理制度/r/n5/r/n5/r/n3.1/r/n企業(yè)人力資源治理制度的體系/r/n1/r/n1/r/n3.2/r/n企業(yè)人力資源治理制度規(guī)劃/r/n9/r/n9/r/n3.2.1/r/n企業(yè)人力資源治理制度規(guī)劃的編制/r/n9/r/n9/r/n3.2.2/r/n企業(yè)人力資源預(yù)測技術(shù)/r/n9/r/n9/r/n3.2.3/r/n企業(yè)人力資源信息系統(tǒng)/r/n1/r/n1/r/n4/r/n企業(yè)人力資源治理費(fèi)用預(yù)算/r/n5/r/n5/r/n4.1/r/n企業(yè)人力資源治理費(fèi)用的項(xiàng)目構(gòu)成/r/n1/r/n1/r/n4.2/r/n編制人力資源治理費(fèi)用預(yù)算的程序和方法/r/n5/r/n5/r/n(二)招聘與配置（權(quán)重15%）/r/n序號/r/n考點(diǎn)/r/n重要度/r/n難度/r/n1/r/n招聘預(yù)備/r/n5/r/n5/r/n1.1/r/n招聘環(huán)境分析/r/n1/r/n1/r/n1.1.1/r/n招聘外部環(huán)境分析/r/n1/r/n1/r/n1.1.2/r/n招聘內(nèi)部環(huán)境分析/r/n1/r/n1/r/n1.2/r/n工作分析和勝任能力分析/r/n1/r/n1/r/n1.2.1/r/n工作分析差不多流程/r/n1/r/n1/r/n1.2.1/r/n工作分析方法的選擇/r/n1/r/n1/r/n1.2.2/r/n勝任能力分析/r/n1/r/n1/r/n1.3/r/n招聘規(guī)劃與制度修訂/r/n5/r/n5/r/n1.3.1/r/n制定招聘規(guī)劃的原則和程序/r/n1/r/n1/r/n1.3.2/r/n招聘制度內(nèi)容與修訂/r/n5/r/n5/r/n1.4/r/n招聘程序/r/n9/r/n9/r/n1.5/r/n招聘渠道分析和選擇/r/n5/r/n5/r/n1.5.1/r/n招聘來源的分析和選擇/r/n1/r/n1/r/n1.5.2/r/n招聘渠道的選擇步驟/r/n5/r/n5/r/n2/r/n招聘實(shí)施/r/n5/r/n5/r/n2.1/r/n招聘策略/r/n1/r/n1/r/n2.1.1/r/n人員招聘策略/r/n1/r/n1/r/n2.1.2/r/n人才吸引策略/r/n1/r/n1/r/n2.1.3/r/n用人策略/r/n1/r/n1/r/n2.2/r/n人員選拔的方法與運(yùn)用/r/n9/r/n9/r/n2.2.1/r/n人員選拔方案/r/n9/r/n9/r/n2.2.2/r/n各種人員選拔方法的特點(diǎn)與運(yùn)用/r/n9/r/n9/r/n2.3/r/n中高級治理人員招聘技術(shù)/r/n5/r/n5/r/n2.3.1/r/n中高級治理人員招聘的專門性/r/n1/r/n1/r/n2.3.2/r/n評價(jià)中心/r/n5/r/n5/r/n2.4/r/n專門政策與應(yīng)變方案/r/n1/r/n1/r/n3/r/n職員離職/r/n5/r/n5/r/n3.1/r/n離職面談/r/n5/r/n5/r/n3.1.1/r/n離職面談的內(nèi)容/r/n1/r/n1/r/n3.1.2/r/n離職面談的技巧/r/n5/r/n5/r/n3.2/r/n降低職員流失的措施/r/n1/r/n1/r/n（三）培訓(xùn)與開發(fā)（權(quán)重15%）/r/n序號/r/n考點(diǎn)/r/n重要度/r/n難度/r/n1/r/n培訓(xùn)組織體系/r/n9/r/n9/r/n1.1/r/n培訓(xùn)體系/r/n5/r/n5/r/n1.1.1/r/n培訓(xùn)體系的構(gòu)成/r/n5/r/n5/r/n1.1.2/r/n培訓(xùn)工作職責(zé)/r/n5/r/n5/r/n1.2/r/n培訓(xùn)流程/r/n9/r/n9/r/n2/r/n培訓(xùn)與開發(fā)規(guī)劃/r/n1/r/n1/r/n2.1/r/n人才進(jìn)展戰(zhàn)略/r/n1/r/n1/r/n2.1.1/r/n人才進(jìn)展戰(zhàn)略制定的程序/r/n1/r/n1/r/n2.1.2/r/n人才進(jìn)展戰(zhàn)略制定的方法/r/n1/r/n1/r/n2.2/r/n學(xué)習(xí)型組織差不多理念/r/n1/r/n1/r/n3/r/n培訓(xùn)治理/r/n5/r/n5/r/n3.1/r/n培訓(xùn)機(jī)構(gòu)選擇/r/n1/r/n1/r/n3.2/r/n培訓(xùn)課程設(shè)置/r/n5/r/n5/r/n3.2.1/r/n培訓(xùn)課程設(shè)置的差不多要素/r/n1/r/n1/r/n3.2.2/r/n培訓(xùn)課程設(shè)置的操作過程/r/n5/r/n5/r/n3.3/r/n培訓(xùn)教材開發(fā)/r/n1/r/n1/r