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M人力資源公司RPO業務流程優化的研究(碩士)

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M人力資源公司RPO業務流程優化的研究(碩士)(論文35000字)
摘要
近二十年來,經濟形勢刺激企業快速發展,在這一軌跡的帶動下企業對人才的招聘需求也呈現出爆發式的增長。企業的競爭越來越體現在于人才的競爭。人力資源作為企業最具有競爭優勢的資源,逐漸成為企業核心競爭力的重要力量。
傳統的人力資源業務模塊中,人員招聘、薪資發放、社會保險辦理、人事檔案托管均是事務性和重復性的工作,這些工作在企業內部均屬于非盈利性業務,都是基礎性的支持性工作。根據核心競爭力理論,企業應減少非核心業務的投入,最大限度的擺脫非核心業務的束縛,要集中優勢專注在有利于企業發展的核心業務。美國著名的管理學家德魯克曾經說過:“任何企業中僅做后臺支持而不創造營業額的工作都應該外包出去,任何不提供向高級發展的機會、活動和業務也應該采用外包形式。” 外包服務業務在各個行業均有不錯的業務空間與市場。
招聘流程外包(Recruitment Process Outsourcing,文中簡稱RPO)業務, 是指企業把它內部招聘的整個流程或部分流程外包給專業的人力資源服務公司。所謂整個流程是指從職位需求確定到用人理念分析、用人標準制定、尋訪渠道布局、簡歷甄選評估、人才篩選測評、面試流程管理、錄用審批管理,直至候選人報到入職等所有環節。RPO業務在幫助企業提高招聘效率、節約招聘成本、完成招聘任務方面具有專業的服務優勢。“RPO服務在國外市場已經非常普遍,美國大概有85%的企業進行人力資源服務外包,全球500強企業中的大部分都習慣采用RPO服務模式”。 在國際化和全球化的趨勢刺激影響下,在中國RPO服務也越來越備受企業管理者的青睞,正以一種嶄新的姿態呈現在中國眾多企業面前。 【本文來自56doc.com】
站在提供RPO業務的人力資源服務公司角度看,最能吸引企業客戶的核心優勢在于其擁有標準化的項目流程和專業化的服務團隊,成熟的RPO服務是對企業招聘的整個招聘流程提供服務與支持,包括有雇主品牌推廣、內外部招聘渠道管理、招聘策略、獵頭供應商、面試篩選流程、錄用談判流程、入職流程、背景調查、試用期過度等等。由此可見,RPO業務的關鍵在于流程的管理。
以“流程再造”理論聞名的哈佛大學教授邁克爾•哈默認為,一個流程就是一組能夠為客戶創造價值的相互關聯的活動進程 。一個單獨的活動很難創造價值,只有將所有活動一起放在一個整體框架里進行協作配合才能創造價值,這個整體框架就是一個流程,這就是RPO業務流程的服務價值。
M公司是具有70年經驗的全球知名人力資源服務公司,公司年度總收益超過220億美元,作為全球開創性的人力資源解決方案的領導者,M公司為雇主提供涵蓋整個雇傭生命周期和商業周期的一系列服務,包括高端獵頭推薦、員工派遣、培訓與測評、解聘與再就業服務、戰略咨詢等服務。
M公司服務標準與流程在國際上處于領先地位,但中國本土化只有二十多年的時間,隨著中國90年代后經濟突飛猛進的發展要求,沒有更多的時間可以考慮國際服務流程標準與本土化需求中間存在著的差異,為了快速適應中國市場的需要,最大規模的占領市場地位,M公司開展了許多舉措。M公司RPO服務在中國的業務發展屬于實踐創新型業務,在這種情況下,不斷地探尋與完善,不斷地發現問題、解決問題、預測問題,不斷進行流程優化與再造是持續的課題。 內容來自www.2329055.live
M公司RPO業務在中國起步較晚,但近十年業務發展速度最快、規模擴張最大,其為人力資源服務市場中提供的業務服務模式類型、服務標準以及具體運營流程中的操作規范,在借鑒了全球國外的標準化服務模式外,更大地結合了中國本土國情,創造性地開拓了很多定制化的服務,與歐美企業相比,中國企業采用RPO服務具有明顯的特點。大多數歐美企業本身表成熟已經搭建了大量的運營流程,因此人力資源服務供應商承接了外包任務后,首要完成的工作只是流程的交接或優化,就好比路已經建好了,之后只是大量跑車的規范管理,而中國企業卻是截然不同的情況,絕大多數中國企業,甚至是新在中國落地的歐美企業,其流程都還沒有建好,也就是說路還沒有的時候,因為業務需要,卻已經要大量跑車,這使得中國RPO業務服務商必須以結果為導向。不管路是怎樣的,先把人運送到位,因此企業對RPO服務滿意度的體現主要在時效性和準確性上。
通過診斷發現,M公司RPO服務流程中,時效性沒有優勢,以互聯網研發職位為例,初級職位的招聘周期需要30天,中級職位的招聘周期需要45天,高級職位的招聘周期需要60天;與自主招聘的企業對比,效率一般,沒有絕對優勢,且企業內部推薦渠道得到大力激勵,使得招聘準確性相當高,好的企業內部推薦渠道的占比達到40%以上,從成本效益方面看這沖擊了RPO服務商一部分的價值。當下,人力資源市場非;钴S,乙方轉向甲方是RPO從業者的擇業趨勢,M公司內部招也面臨著招聘顧問流失與缺乏培養的問題,內外部的沖擊與壓力是M公司不得不考慮的因素。

內容來自www.2329055.live 咨詢QQ:306826066


要想通過提高RPO服務方面的競爭力來推動M公司的進步,M公司必須對現有流程再造。提到企業流程再造,就不得不提邁克爾哈默教授和詹姆斯錢皮教授提出的BPR理論。這一理論誕生于20世紀后期,當時美國的企業面臨著多種危機與困難,而部分領先企業則依靠BPR理論成功實施流程再造,最終從優秀走向卓越。
流程再造的核心是面向顧客滿意度的業務流程,基于BPR理論的成功再造需要遵循以下基本流程的改進原理:1.消除浪費;2.簡化流程;3.根據需求組合流程步驟;4.設計靈活多選方案;5.思考并行;6.收集源數據;7.利用信息技術手段;8.注重體驗。
本文結合BPR的理論與實踐技術,對M公司在客戶選擇、業務領域劃分、支持團隊組織架構、員工激勵、資源優化配置等方面提出了相應的優化措施,促使提升項目服務流程與交付質量,實現服務項目招聘需求的快速達成。

關鍵詞:人力資源   招聘流程外包(RPO) 業務流程再造(BPR)

Abstract
In the past two decades, with the rapid development of China's economy and the expansion of domestic enterprises, the demand for talent recruitment has also shown an explosive growth. The competition of enterprises is more and more reflected in the competition of talents. As the most competitive resource, human resource has gradually become an important part of enterprise core competitiveness.
內容來自www.2329055.live 咨詢QQ:306826066

In the traditional human resource business module, there are more transactional and repetitive tasks, such as salary payment, personnel recruitment, social insurance handling and personnel file hosting, etc.
According to the basic theory of core competence, the enterprise should be the maximum cast off the yoke of the non-core business, reduce the number of non-core business investment, focus on advantage focus on is conducive to the development of the enterprise's core business. The management of the famous American scientist drucker once said: "any only do back without producing turnover should be outsourced, any activity to senior development opportunities are provided, and the business should also adopt outsourcing form."
Recruitment Process Outsourcing (RPO) refers to the Outsourcing of the whole Process or part of the Process to the outside professional human resource service company. From the entire process refers to the job requirements to determine the concept of choose and employ persons, demand direction, standard of choose and employ persons, resume filtering, talent assessment, the interview process, the hiring process, until the candidate report to all of the link. The RPO business has professional service advantages in helping enterprises to improve recruitment efficiency, save recruitment costs and complete recruitment tasks. RPO service is very common in foreign markets. About 85% of enterprises in the United States are outsourcing human resource services. Most of the global 500 companies are accustomed to adopting RPO service mode. Now, with the trend of internationalization and globalization continuously strengthen, RPO service is becoming more and more popular in China, with the development of a new mode of present many enterprises in China.

內容來自www.2329055.live 咨詢QQ:306826066


Standing in the point of view of the human resource service company of RPO business, enterprise customers most attracted to its core superiority lies in standardization project process and professional service team, mature RPO service manages the whole process of enterprise recruitment, including employer brand management, the management of the internal and external recruitment channels, recruitment strategy management, a direct search for senior personnel, the interview screening, hiring negotiation processes, excessive entry process, probation, etc. Thus, the key core of RPO business lies in the management of the process.
According to Michael hammer, a harvard professor who is well known for his "reengineering process" theory, a process is a set of interconnected activities that can create value for customers. There is no single activity that creates value, and only when all activities are put together in an overall framework to create value, the overall framework is a process. This is the business value of the RPO business services company.

【本文來自56doc.com】


M company is a world famous with 70 years of experience in human resources services company, the company's annual revenues of more than $22 billion, as the world's groundbreaking hr solutions leader, M company hired by employers to provide covers the entire life cycle and business cycle is a series of services, including talents recommendation service, temporary and contract dispatch service, staff assessment and selection, training services, to change your job recommendation service, outsourcing and consulting services, etc.
M RPO business started late in China, but nearly 10 years of business development in the fastest and largest scale expansion, its provides human resources services market type of business service mode, service standard and the concrete operation process of practice, in reference to the standardization of global foreign service mode, and greater combined with Chinese national conditions, creatively develops a lot of customized service, compared with European and American enterprises, Chinese enterprises adopt RPO service has obvious characteristic, most of Europe and the United States enterprise itself has built a large number of processes, therefore in the outsourcing process, human resources service provider first completed work is just the process reengineering, the road has built like, just after a large number of sports car specification management, but Chinese companies are very different, the vast majority of Chinese enterprises, even new ground of European and American companies in China, the process has not yet been built, which means the road is not, because business needs, has to a large number of sports car, which makes Chinese RPO business services must be guided by the results. No matter what the road is, the delivery of people is in place first. Therefore, the enterprise's satisfaction with RPO service is mainly based on timeliness and accuracy.
內容來自www.2329055.live 咨詢QQ:306826066

Through detection, M RPO service process, timeliness no advantage, in research and development of the Internet job, for example, entry-level position recruitment cycle takes 30 days, the intermediate position of hiring cycle need 45 days, senior position recruitment period to 60 days; Compared with the independent recruitment of enterprise, efficiency in general, there is no absolute advantages, and enterprise internal referral channels have strong incentive, make hiring accuracy is quite high, good internal accounted for 40% more than the recommended channel, in terms of cost and benefit that more or less impact on the value of the part RPO service providers. At present, the human resources market is very active, party b to party a is the trend of profession practitioner RPO, M company's internal recruitment consultant also facing loss and training problems, internal and external impact and pressure are factors to consider.
To improve the competitiveness of the RPO service to promote the progress of M company, we must re-create the existing process. When it comes to business process reengineering, the BPR theory proposed by Professor Michael hammer and Professor James champy is to be mentioned. This theory born in the late 20th century, when the enterprise is faced with a variety of crisis and the difficulties, while some leading enterprises rely on the successful implementation of process reengineering BPR theory, finally from good to great. 【內容來自www.2329055.live 咨詢QQ:306826066】
The core of process reengineering is the business process of customer satisfaction. Based on the successful reconstruction of BPR theory, the following basic process improvement principles should be followed: 1.Eliminate waste; 2.Reduce waste;3. Simplify the process; 4. Possible combination of process steps when needed; 5. Design process with optional path; 6. Parallel thinking; 7. Collect data at the data source; 8. Application of information technology improvement process;  9. Involve the user in process reorganization.
Combined with BPR technology,  theory and practice of M company in the customer to choose, the division of business support team organizational structure, employee motivation, optimal allocation of resources, etc. Put forward the corresponding optimization measures, to improve project process and delivery of quality service, implementation services quickly reach recruitment requirements.

Keywords: Human Resource, RPO , BPR

目錄
第1章 緒論    11 內容來自www.2329055.live
1.1選題背景    11
1.2研究目的與意義    12
1.2.1 研究目的    12
1.2.2 研究意義    13
1.3研究方法    14
1.4論文的創新點    14
1.5論文結構    15
第2章 相關文獻綜述    17
2.1 RPO的相關研究綜述    17
2.1.1 RPO的概念    17
2.1.2 RPO的服務類型    18
2.1.3 RPO在中國發展與服務現狀概述    20
2.2 BPR的相關理論    21
2.2.1 BPR的概念    21
2.2.2 BPR理論的基本原則    22
2.2.3 國內外學者對BPR理論的研究    22
2.2.4 BPR理論的實踐方法    26
2.3 本章小結    26
第3章  M公司RPO業務介紹    28
3.1 M公司及其RPO業務介紹    28
3.2  M公司RPO業務概述    30
3.2.1 服務業務基本流程    30
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3.2.2 業務標準化流程    30
3.2.3 M公司外部環境分析    34
3.2.4 M公司內部環境分析    35
3.3 本章小結    36
第4章 M公司RPO業務中存在的問題與原因分析    37
4.1  診斷業務服務流程存在的問題    37
4.1.1 項目交付質量問題    37
4.1.2 項目交付時效問題    40
4.1.3 流程分工問題    42
4.1.4招聘顧問流失問題    43
4.2 分析RPO業務流程問題的原因    44
4.2.1 項目管理機制不完善    44
4.2.2員工保留與培養不完善    45
4.2.3 多渠道資源庫挖掘不強    45
4.2.4 招聘流程系統效率不高    46
4.3 本章小結    47
第5章  M公司基于BPR理論的業務服務流程再造    48
5.1 M公司服務流程再造目標    48
5.2 M公司流程再造內容    49
5.2.1 組織結構再造    49 版權所有www.2329055.live
5.2.2 績效管理與培訓發展再造    51
5.2.3 流程管理再造    53
5.2.4 招聘管理系統    61
5.3 業務服務流程改進效果評估    62
5.4 本章小結    64
第6章 研究結論與展望    65
6.1 研究結論    65
6.2 論文不足之處與未來展望    66
【本文來自56doc.com】

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