HRM Essay范文格式：Strategic Human Resource Management (SHRM) in the Recession

HRM Essay范文格式-经济衰退中的战略人力资源管理。本文是一篇留学生人力资源管理essay写作范文，主要内容是介绍了世界经济衰退、战略管理的定义，并分析了战略人力资源管理的作用以及经济危机期间的人力资源管理政策。最后，根据企业的成本最小化策略，提出了降低人力资源管理成本的一些解决方案，并介绍了经济衰退结束后对企业长期成功的潜在贡献。下面就一起来看一下这篇essay范文格式的具体内容。

Abstract 摘要

In this essay is presented briefly the world economic recession, the definition of strategic management and is analyzed the role of Strategic Human Resource Management as well as the HRM Policies during the economic crisis. Finally, are proposed some solutions of reducing HRM costs, following the minimizing cost strategy of the companies and presented the potential contribution to the long-term success of a company after the end of the recession.

Introduction 引言

Every business adopts strategies of acting. The business strategy the that a company adapts and applies is directly linked with its day-by-day changing commercial, economic, technical, ethical and social environment. (Georgopoulos,2006)

每一家企业都采用行动策略。公司适应和应用的商业战略与其日益变化的商业、经济、技术、道德和社会环境直接相关。

Until now, businesses were taking in account the factors of a continuously augmenting globalization of the markets and the non-stop pushing from the international competition (Scroggins W., Benson Ph., 2010), the poor ability of the company to protect itself from the increasing menaces from the external environment and technological and administrative opportunities are spread between the society and the business. (Georgopoulos, 2006)

到目前为止，企业一直在考虑市场全球化不断增强和国际竞争不断推动的因素，公司保护自己免受外部环境日益增长的威胁的能力较差，技术和管理机会在社会和企业之间传播。

World Economic Recession 世界经济衰退

In these factors that bring uncertainty to the company is added the economic recession that burst about two / three years ago. Recession is a phase of business cycle in which there is a significant reduction in economic activity, which is obvious in income, employment, industrial production and sales. As consequence a lot of companies are trying to survive, focused mostly in cost leadership strategy, a strategy that its goal is the minimizing of the costs of production.

在这些给公司带来不确定性的因素中，再加上大约两三年前爆发的经济衰退。经济衰退是商业周期中经济活动显著减少的一个阶段，这在收入、就业、工业生产和销售方面表现得很明显。因此，许多公司都在努力生存，主要专注于成本领先战略，这一战略的目标是将生产成本降至最低。

Strategic Management 战略管理

Strategic Management refers to the most difficult challenge that an organization confronts, on how through the competition for survival and prevalence in the market in the present, will put foundation for a success in the future.(Georgopoulos, 2006)

战略管理是指一个组织面临的最困难的挑战，即如何通过目前市场上的生存和流行竞争，为未来的成功奠定基础。

Maximizing Performance is the main goal of all managers, which means the level that the organizations reach their organizational goals with efficiency and effectiveness. This will result the company’s success in the long run. (Georgopoulos, 2006)

绩效最大化是所有管理者的主要目标，这意味着组织以效率和有效性达到组织目标的水平。从长远来看，这将使公司取得成功。

Strategic Human Resource Management and its Role in Present Recession 战略人力资源管理及其在当前经济衰退中的作用

SHRM is a strategic approach of managing one of the most important elements of an organization, its working force. The need of SHRM is more intense in present days, as economies are under recession, businesses have losses and a vast number of people lose their jobs all around the world (Harness T., 2009).

SHRM是一种战略方法，用于管理组织中最重要的要素之一，即员工队伍。如今，随着经济衰退、企业亏损以及世界各地大量人失业，对SHRM的需求更加迫切。

The administration of every firm has a cost reduction strategy, searching for potential cost savings and thinking twice of spending its income. The HRM costs are usually significant costs and are usually the first that are reduced in an economic crisis.

每家公司的管理层都有一个降低成本的战略，寻找潜在的成本节约，并在支出收入时三思而后行。人力资源管理成本通常是重大成本，通常是经济危机中最先降低的成本。

In situations like this, the HRM has to react quickly, supporting the organization in protecting incoming cash and reducing its operational costs. This is pressing for HRM, as it has to change its focus rapidly, from the pleasant strategies of the economic growth, taken for granted by the employees, to unpopular cost cutting strategies.

在这种情况下，人力资源管理部门必须迅速做出反应，支持组织保护流入的现金并降低运营成本。这对人力资源管理来说是紧迫的，因为它必须迅速改变其重点，从员工认为理所当然的愉快的经济增长战略转变为不受欢迎的成本削减战略。

In this way, HRM contributes to the survival of the business, maximizing its performance if it is possible and to its success after the exit of the recession, having already recruited the most talented employees with the less possible cost, leading the organization to the competitive advantage in the future market (FergusonK., 2009).

通过这种方式，人力资源管理有助于企业的生存，在可能的情况下最大限度地提高其绩效，并在经济衰退结束后取得成功，已经以尽可能低的成本招聘了最有才华的员工，使组织在未来市场上获得竞争优势。

Unfortunately, for achieving this, HRM adopts unpopular innovations; policies and procedures may be cancelled or postponed; but also this could be helpful for HRM to introduce modern policies of high standard, making the organizations healthier after the recession.

不幸的是，为了实现这一点，人力资源管理采用了不受欢迎的创新；政策和程序可能被取消或推迟；但这也有助于人力资源管理部门引入高标准的现代政策，使组织在经济衰退后更加健康。

Until now, has been observed a trend of the businesses where the majority of companies has fired employees directly after the burst of the crisis and replaced low-performing employees with high performing. Also a big amount of them hire only temporary personnel and augment the size of IT applications. As a result, some of the HRM processes can be strongly affected and some other not to be affected at all.

到目前为止，人们已经观察到企业的一种趋势，即大多数公司在危机爆发后直接解雇员工，并用高绩效员工取代低绩效员工。此外，他们中的很大一部分只雇佣临时人员，并扩大了IT应用程序的规模。因此，一些人力资源管理流程可能会受到严重影响，而另一些则根本不会受到影响。

SHRM of Recession and HRM Policies 衰退的人力资源管理与人力资源管理政策

There are policies of HRM that are heavily affected by the recession in the strategy of minimizing the costs, such as planning of workforce, recruitment, training, benefits already given to employees, performance management and appraisal, which have to be minimized immediately. Other practices are less affected, such as job analysis, recruitment, testing, selection, interviewing and development, in which the costs can be more easily reduced .

人力资源管理局的一些政策在最大限度地降低成本的战略中受到了经济衰退的严重影响，如劳动力规划、招聘、培训、已经给予员工的福利、绩效管理和评估，这些都必须立即最小化。其他做法受到的影响较小，如工作分析、招聘、测试、选择、面试和发展，这些做法可以更容易地降低成本。

Job Analysis, Planning and Recruitment during the recession 经济衰退期间的工作分析、规划和招聘

In these activities of HRM, the one that has to be almost eliminated is the recruitment. Most of the businesses stop recruitment completely or they reduce it to minimum. This affects the activities of job analysis and planning, as there are no incoming employees. The HR department is really careful of identifying the needs in personnel of the company and designs work positions that cover a larger field of duties and have less specialization. Additionally, they can build a “brand name” this period, creating job campaigns that will attract talents with the minimum cost. They reschedule simultaneously the planning of the working force of the company and its organizational structure, redirecting the employees in other departments. In this way the costs in money and time from recruitment are almost eliminated instantly (Richbell S., 2010).

在人力资源管理的这些活动中，几乎必须取消的是招聘。大多数企业完全停止招聘，或者将招聘降至最低。这会影响工作分析和计划的活动，因为没有新员工。人力资源部门非常谨慎地确定公司人员的需求，并设计涵盖更大职责领域、专业化程度较低的工作岗位。此外，他们可以在这一时期建立一个“品牌”，创造就业活动，以最低的成本吸引人才。他们同时重新安排公司劳动力及其组织结构的计划，重新安排其他部门的员工。通过这种方式，招聘的资金和时间成本几乎立即消除。

Testing, Interviewing and Selection during the recession 经济衰退期间的测试、面试和选拔

These three activities are not affected so much, as long as there is at least some recruitment, as there are ways to make their costs disappear, mostly through technological tools (Polychroniou P., 2009) that give the opportunity to the companies to test and interview with no cost of transportation, residence of the interviewers, materials etc. On the other hand, always businesses wish to have talented employees, thinking of their performance and success after the end of the recession. In this case, the crisis enables companies of mapping and targetting the really talented employees that maybe they are working for the competitors or are victims of the recession. And all these will cost to the company less than in a growth period (Emerald Group Publishing Limited, 2010).

只要至少有一些招聘，这三项活动就不会受到太大影响，因为有一些方法可以使其成本消失，主要是通过技术工具，这些工具为公司提供了测试和面试的机会，而无需支付交通费、面试官的住所费、材料费等。另一方面，企业总是希望拥有有才华的员工，考虑他们在经济衰退结束后的表现和成功。在这种情况下，这场危机使公司能够定位真正有才华的员工，他们可能为竞争对手工作，也可能是经济衰退的受害者。所有这些都将使公司的成本低于增长期。

Training and Development during the recession 经济衰退期间的培训与发展

Training will follow the pace of the recruitment as it is costly to train the new employees, as long as they exist. It has huge costs in time and money, so the companies prefer already experienced employees, victims of the recession, to avoid these costs. On the contrary, development is really significant during the recession time. This is the HR practice less affected by recession, as can be done with low cost, using IT solutions, and prepares the business for the exit of the economic crisis, maximizing the performance and contributing in the long-term success. The development can be diminished to the key personnel, identify the top performers and concentrate to the really capable of achieving good performance (Malik F., 2009).

培训将跟上招聘的步伐，因为只要新员工存在，培训成本就很高。它在时间和金钱上都有巨大的成本，因此公司更喜欢已经有经验的员工，即经济衰退的受害者，来避免这些成本。恰恰相反，在经济衰退时期，发展确实意义重大。这是一种受经济衰退影响较小的人力资源实践，可以使用IT解决方案以低成本完成，并为企业摆脱经济危机做好准备，最大限度地提高绩效，为长期成功做出贡献。发展可以减少到关键人员，确定表现最好的人员，并专注于真正有能力取得良好表现的人员。

Performance management, Benefits and Appraisal during recession 经济衰退期间的绩效管理、福利和评估

A company has after the check of performance of its employees to make a quick classification between good and average employees. This will make also the average or bad employees to be pressed to perform. Also, employees with average performance in a department can be redirected to another one, which will give them additional skills as well. Finally, for maximizing their performance the HR department has to listen to the employees, to keep them motivated and be sincere with them about the difficulties of the period, so that they will trust the administration, they will help it to face the appraising problems by feedback and will augment their willingness for higher performance. Additionally, creating a vision and making them part of it, will increase the level of commitment of the employees (Pate J., 2010).

一家公司在对员工的表现进行检查后，必须对优秀员工和普通员工进行快速分类。这也将使普通或糟糕的员工被迫履行职责。此外，在一个部门表现一般的员工可以被调到另一个部门，这也会给他们带来额外的技能。最后，为了最大限度地提高员工的绩效，人力资源部门必须倾听员工的意见，让他们保持积极性，并对这一时期的困难保持真诚，这样他们才会信任管理部门，通过反馈帮助管理部门面对评估问题，并增强他们追求更高绩效的意愿。此外，创造愿景并使其成为愿景的一部分，将提高员工的承诺水平。

From what the business can save a huge amount of money are the bonuses that can be significantly reduced, without touching the base salaries of its employees, as they are really sensitive in this (Armstrong M., 2011). In the same manner, in the appraisal process, the promotions can be re-evaluated and can be done only the needed ones, trying to minimize the salary augmentation and strengthen their development programs(Armstrong M., 2011).

企业可以节省大量资金的是可以在不影响员工基本工资的情况下大幅减少的奖金，因为他们在这方面非常敏感。同样，在评估过程中，可以对晋升进行重新评估，并且只能在必要的时候进行，试图最大限度地减少加薪并加强他们的发展计划。

SHRM Solutions for Companies during recession 经济衰退期间公司的SHRM解决方案

In bad economic periods, companies neglect investing in HRM, as they think of these periods suitable for cutting benefits and firing employees. In the contrary, companies should take advantage of these periods, to prepare themselves for the next period of strong economic growth.

在经济不景气的时期，公司忽视了对人力资源管理的投资，因为他们认为这些时期适合削减福利和解雇员工。相反，企业应该利用这些时期，为下一个强劲的经济增长时期做好准备。

Innovation leads to competitive advantage 创新带来竞争优势

Innovation results out of change, which demands an organizational culture willing to accept it. The contribution of HRM in organizational culture, makes it a really important function of the business nowadays.

创新源于变革，这需要一种愿意接受创新的组织文化。人力资源管理在组织文化中的贡献，使其成为当今企业的一项重要职能。

The innovations that HRM can implement in organizational culture of the company are (Benevene P., 2010): collaborate with ecological ways of communication reducing costs; increase the satisfaction of employees making them feeling important, sharing with them the vision of company; introduce the flexible working transforming it from an employee benefit to a cost controlling strategy (Atkinson C., 2011); increase the employee engagement to the performance of the company; attract and keep talented employees(Pate J., 2010).

人力资源管理可以在公司的组织文化中实施的创新是：与降低成本的生态沟通方式合作；提高员工的满意度，让他们感觉自己很重要，与他们分享公司的愿景；引入弹性工作，将其从员工福利转变为成本控制策略；提高员工对公司业绩的敬业度；吸引和留住有才华的员工。

In this way, HRM, through innovative strategies contribute to the exit of a company from the recession, lowering the costs and maximizing business performance. Being focused on organizational culture, through its processes and the help of technology, HRM can offer real benefit to the company.

通过这种方式，人力资源管理通过创新战略有助于公司摆脱经济衰退，降低成本，最大限度地提高经营业绩。人力资源管理专注于组织文化，通过其流程和技术的帮助，可以为公司带来真正的利益。

Conclusion 结论

In this period of world economic recession, the HRM has to react in a fast and efficient way, as the longer an introducing solution needs, the less is appropriate. A company with HR department reporting, controlling and innovating all its processes, can be leaded in a huge competitive advantage after the crisis comparing to its competitors, improving or maximize the performance of its employees and as a consequence the performance of the organization and thus, considered to have achieved success in the long run (Kats M., 2010).

Essay总结到，在这个世界经济衰退的时期，人力资源管理必须以快速有效的方式做出反应，因为引入解决方案所需的时间越长，就越不合适。一家拥有人力资源部门报告、控制和创新所有流程的公司，在危机后可以与竞争对手相比获得巨大的竞争优势，提高或最大限度地提高员工的绩效，从而提高组织的绩效，因此，从长远来看，被认为已经取得了成功。本站提供各国各专业留学生essay写作指导服务，如有需要可咨询本平台。