人力資源規(guī)劃基本操作步驟

1、the party's fine «1e, ry frwad t he tradtoa C，i vtues, practc ng Ie Sic_kt core vaues, vgo. cay forward the spatof Jia Yuu, Hn*q Ca nal spirit and «" o pessenc, hoesy i n .->1* stc , t tI e spi. , iheght of Ie Ccmmuss Fou toievl on, as, do pay a re i n-alytg Olicai CcmmuSt dUy

2、To u» Iepartys pupose, ma ntato Ie people themseves, a nd .ed.ao,. oo, mat” i g ad enter irbsng sp* a clve a Ie wei of exta pace, make cmtiilmiL The ice - Unci ay organi zains at al l eves SiudgJVe fulplay to a a need m.e s, esaba re pese ntalve a a nc . and yiai o the .mes, a nd gui dethe broa

3、 d masse so party members temulae I 95a nnivesay of fudig a s artuiy toawad in ecggKn of a number ofi utsadigpay members ' advanced ggas ri os paly irggalzai os, lubsadig party wo * ad pu Ie pionee trees.Thid Ie "refrm- efors Ifr exmple be sue tocange ito.LiarI ig to Ia cEduain i or der to

4、soVe the p.b ,ii does not soVe the problm, it wlfrm, ggesIroug the moios.To ste ngghe n Ie cnscousniss of plblms and insise d on prblm o-nte sVng ea>i ng educain o Iacin,tuy ddeplnvesgain ito can, modlcain. A chicled swngLLar ning e ducain pr. mefr pary-buld ng i ou cya c，- p.pooe d I fcs on soul

5、y dels and bel es ve,cnnsi ous,pupooeof Ie pay -k - nsehon，and leld s11 ne awae nnsss not sfong , deprese d, sx sse s of ehi camscnduc. 一，cntets spe c pr oggrmmesfor al parymlmbes and ea dig -rs abo<et he cuy lsa l focus on ute reiement Itheprl-bems. Spedc to evey parymlmbe a nd evey cde, a s e q

6、uesa cm bnatin of ac ua and cn，.l “oou- d adrraMu yu sel i, pepe - e tigs se , wI Iei ow n spcic- sto ean C.nst on Pa.yrrjes sei, - drss so prrcisintfid t he probem, layng a sld foundaion fr urhecrect - actin.B tomike chage Force ck pu of problm, through esa hd re ctiain Ta wa accunt, a nd tale se c

7、a suevis I n, ad onaccount PN, approac, iss- dd s de larUde modi , and tha kow that modified, wie fou-d on put "wlar n a dd" larig eddcatonecfatwt hgrsp pay of ma Ine e ducaton pacI ce acvte s and "hrre stic Ie e r- tpic e duato recifcaton combi nidu, cnsol ion e xade d ha s made of e

8、cIfcati on esuts st on.y crece d "fr offce not for", ad Chi adedles cre ced "our w nd", ad rrguat on mmss s de of auue s ennure w ok -vane moe po r u, ad problm suti on moe cmpete y. T hird, mus consldaeour a cievme nts. For morepulc sme | aty m - bes wo fcus on theousa ndi ng is

9、uus, combi nig cnce ntat>人力資源規(guī)劃基本操作步驟人力資源規(guī)劃：人力資源規(guī)劃是一種戰(zhàn)略規(guī)劃 ，著眼于為未來的企業(yè)生產(chǎn)經(jīng)營(yíng)活動(dòng)預(yù)先準(zhǔn) 備人力，持續(xù)和系統(tǒng)地分析企業(yè)在不斷變化的條件下對(duì)人力資源的需求，并開發(fā)制定出 與企業(yè)組織長(zhǎng)期效益相適應(yīng)的人事政策的過程。它是企業(yè)整體規(guī)劃和財(cái)政預(yù)算的有機(jī)組 成部分，因?yàn)閷?duì)人力資源的投入和預(yù)測(cè)與企業(yè)長(zhǎng)期規(guī)劃之間的影響是相互的。人力資源規(guī)劃所考慮的不是某個(gè)具體的人，而是一組人員。個(gè)別人員的發(fā)展規(guī)劃寓于整組人員的發(fā)展規(guī)劃之中。因此，人力資源規(guī)劃實(shí)質(zhì)上是一種人事政策，它的制定為工商企 業(yè)人事管理活動(dòng)提供指導(dǎo)。人力資源規(guī)劃是為了確保組織實(shí)現(xiàn)下列

10、目標(biāo)： 得到和保持一定數(shù)量具備特定技能、知識(shí)結(jié)構(gòu)和能力的人員；充分利用現(xiàn)有人力資源； 能夠預(yù)測(cè)企業(yè)組織中潛在的人員過?；蛉肆Σ蛔?； 建設(shè)一支訓(xùn)練有素，運(yùn)作靈活的勞動(dòng)力隊(duì)伍，增強(qiáng)企業(yè)適應(yīng)未知環(huán)境的能力； 減少企業(yè)在關(guān)鍵技術(shù)環(huán)節(jié)對(duì)外部招聘的依賴性。為達(dá)到以上目標(biāo)，人力資源規(guī)劃需要關(guān)注的焦點(diǎn)如下： 需要多少人； 員工應(yīng)具備怎樣的技術(shù)、知識(shí)和能力； 現(xiàn)有的人力資源能否滿足已知的需要； 對(duì)員工進(jìn)行進(jìn)一步的培訓(xùn)開發(fā)是否必要； 是否需要進(jìn)行招聘； 何時(shí)需要新員工； 培訓(xùn)或招聘何時(shí)開始； 如果為了減少開支或由于經(jīng)營(yíng)狀況不佳而必須裁員，應(yīng)采取怎樣的應(yīng)對(duì)措施； 除了積極性、責(zé)任心外是否還有其他的人員因素可以開發(fā)利

11、用。2008-7-20 22:402樓人力資源規(guī)劃基本操作步驟一：核查現(xiàn)有人力資源這一階段是后面各階段的基礎(chǔ)，是人力資源規(guī)劃的第一個(gè)過程，它的質(zhì)量如何對(duì)整個(gè)工 作影響很大，必須高度重視。核查現(xiàn)有人力資源關(guān)鍵在于人力資源的數(shù)量、質(zhì)量、結(jié)構(gòu)及分布狀況。這一部分工作 需要結(jié)合人力資源管理信息系統(tǒng)和職務(wù)分析的有關(guān)信息來進(jìn)行。如果企業(yè)尚未建立人 力資源管理信息系統(tǒng)，這步工作最好與建立該信息系統(tǒng)同時(shí)進(jìn)行。一個(gè)良好的人事管 理信息系統(tǒng)，應(yīng)盡量輸入與員工個(gè)人和工作情況的資料，以備管理分析適用。人力資 源信息應(yīng)包括以下幾個(gè)方面：the party'sfine styl e,carryforwardt h

12、etraditional Chinese virtues,pra ctici ng theSocialistcorevalue s,vigor ously carryforwardthe spiritofJiaoYulu, HongqiCa nalspirit andspiritof persistence, honesty i n politics, strictstatesman,stick to the spiritual heights oftheCommunists.Fourtodevoti on,as,do playa role i n qualifying.Official Co

13、mmunistduty.To fulfilltheparty's p urpose,mai ntainforthe peoplethemselves,a nd dedi cation,dev otion,maintain pioneer,pioneeri ng andenter prising spirit,a ctiveatthewell -offextra practice,make contributions.The incentivefuncti on of party organi zationsatalll evelsshould givefullplayto adva n

14、cedmodel s,esta blish a re prese ntative, adva nce dand typical ofthe times,a nd gui dethe broa d masse sofparty mem berstoem ulate. Inhonor ofthe95 a nniversary offounding a s an opportunitytoawardin recognition ofa numberofoutstanding party members'advanced grass-roots party organizati ons, ou

15、tstanding partyworkers,and putthe pioneertrees.Third,the"reform" efforts forexample, besuretochange into.Lear ning to tea chEducation in or dertosolvethe problem,if it doe s not solvethe problem, itwillform, goesthroughthe motions.To stre ngthe n theconsci ousnessof problemsa nd insiste d

16、on problem -oriente d,pr oblem -solvi nglearni ngeducationfortraction,truly deep investigation into change,modification.Acheckedswi ng. Lear ning e ducationprogrammeforparty-buildi ng in ourcity a ctually propose d to focus on soluti on offuzzyideal sand beli efswaver,consci ousness,purpose ofthe pa

17、rty weaksense,honestyandself-di scipli neaware nessis notstrong ,depresse d,sixissue sofethi cal misconductstudy contentsspe cific pr ogrammesforallpartymembers andleading cadres a bovet he county levelshal lfocus on further refinementtothe problems.Specifictoeveryparty membera nd every cadre,al so

18、re quires a combination ofact ual andcontroll ed,focuse d and really putyour selfin, peoplese e thing s,see ,with theirow nspecificprobl emsto learn Constituti on Partyrules,seri es,address,so preci siontofindt heproblem,laying a solidfoundation for furthercorre ctiveaction. Bto makechange.For che c

19、kput ofproblem, throughestablishedre ctification Tai wan account,a ndtake spe cialsupervisi on,and on a ccountPIN,appr oach,insi sted dosi delearn side modified,a ndthat knowthatmodified, whilefocuse don put "two lear na do" learninge ducation rectificati onwit h graspparty ofmass linee du

20、cation practi ce activitie s and"threestrict threereal" topic e ducation problemrectification combi ned up, consolidati on e xpande d ha s made ofrectificati on results, str onglycorrecte d"forofficernotfor",and Chiandendless corre cted "fourwi nd", andregulati on masse

21、s si de ofabuse s,ensurew ork advance more powerf ul,and problemsoluti on more completel y.Third,we m ust consolidate our a chieveme nts. Formorepublic,some partymembers whofocuson theoutsta ndi ng issues, combi ning conce ntrated（ 1 ）個(gè)人自然情況，如姓名、性別、出生日期、身體自然狀況和健康狀況、婚姻、民族和所參加的黨派等；（ 2）錄用資料，包括合同簽定時(shí)間、候選

22、人征募來源、管理經(jīng)歷、外語(yǔ)種類和水平、特殊技能，以及對(duì)企業(yè)有潛在價(jià)值的愛好或特長(zhǎng)；（ 3）教育資料，包括受教育的程度、專業(yè)領(lǐng)域、各類培訓(xùn)證書等；（ 4）工資資料，包括工資類別、等級(jí)、工資額、上次加薪日期、以及對(duì)下次加薪日期和量的預(yù)測(cè)；（ 5）工作執(zhí)行評(píng)價(jià)，包括上次評(píng)價(jià)時(shí)間、評(píng)價(jià)或成績(jī)報(bào)告、歷次評(píng)價(jià)的原始資料等；（ 6）工作經(jīng)歷，包括以往的工作單位和部門、學(xué)徒或特殊培訓(xùn)資料、升降職原因、有否受過處分的原因和類型、最后一次內(nèi)部轉(zhuǎn)換的資料等；（ 7）服務(wù)與離職資料，包括任職時(shí)間長(zhǎng)度、離職次數(shù)及離職原因；（ 8）工作態(tài)度，包括生產(chǎn)效率、質(zhì)量狀態(tài)、缺勤和遲到早退記錄、有否建議及建議數(shù)量和采納數(shù)，有否抱怨

23、及經(jīng)常性與否和抱怨內(nèi)容等；（ 9） 安全與事故資料，包括因工受傷和非因工受傷、傷害程度、事故次數(shù)類型及原因等；（ 10）工作或職務(wù)情況；（ 11）工作環(huán)境情況；（ 12）工作或職務(wù)的歷史資料等等。利用計(jì)算機(jī)進(jìn)行管理的企業(yè)和組織可以十分方便地存儲(chǔ)和利用這些信息。這一階段必須獲取和參考的另一項(xiàng)重要的信息, 是職務(wù)分析的有關(guān)信息情況。職務(wù)分析是企業(yè)人力資源管理5 大要素 （獲取、整合、保持與激勵(lì)、控制與調(diào)整、開發(fā)）中起核心作用的要素, 是下一步工作的基礎(chǔ)。職位分析明確地指處了每個(gè)職位應(yīng)有的職務(wù)、責(zé)任、權(quán)力, 以及履行這些職、責(zé)、權(quán)所需的資格條件, 這些條件就是對(duì)員工的質(zhì)上的水平要求。人力資源規(guī)劃基本

24、操作步驟二：人力需求預(yù)測(cè)這一步工作與人力資源核查可同時(shí)進(jìn)行，主要是根據(jù)企業(yè)的發(fā)展戰(zhàn)略規(guī)劃和本企業(yè)的內(nèi)外部條件選擇預(yù)測(cè)技術(shù)，然后對(duì)人力需求的結(jié)構(gòu)和數(shù)量、質(zhì)量進(jìn)行預(yù)測(cè)。在預(yù)測(cè)人員需求時(shí), 應(yīng)充分考慮以下因素對(duì)人員需求的數(shù)量上和質(zhì)量上以及構(gòu)成上的影響： 市場(chǎng)需求、產(chǎn)品或服務(wù)質(zhì)量升級(jí)或決定進(jìn)入新的市場(chǎng) 產(chǎn)品和服務(wù)的要求 人力穩(wěn)定性，如計(jì)劃內(nèi)更替（辭職和辭退的結(jié)果）、人員流失（跳槽） 培訓(xùn)和教育（與公司變化的需求相關(guān)） 為提高生產(chǎn)率而進(jìn)行的技術(shù)和組織管理革新 工作時(shí)間 預(yù)測(cè)活動(dòng)的變化 各部門可用的財(cái)務(wù)預(yù)算在預(yù)測(cè)過程中, 預(yù)測(cè)者及其管理判斷能力與預(yù)測(cè)的準(zhǔn)確與否關(guān)系重大。一般來說，商業(yè)因素是影響員工需要類型

25、、數(shù)量的重要變量, 預(yù)測(cè)者通過分離這些因素, 并且收集歷史資料去做預(yù)測(cè)的基礎(chǔ)。從邏輯上講, 人力資源需求是產(chǎn)量、銷量、稅收等的函數(shù), 但ngthemanag ementofda ilyeducation,thespiriton and stri ctmanagement,solid.Fi nally,t he"urge"workonthe lo" education, noton education educational, notw orkingwit hthe Centretwo, muststickar oundthe Center, serving the

26、overallsit uation,coordi nate,trulyre sult-oriented andprom oteefficiency.nni ngfullbuilt societythis ace ntraland workoverall, putcarrie doutlearningeducationaspromote dworkof importantopportunities andpowerfulpractice linefive bigdevel opment co ncept,effectivegraspsupply sidestructuralreform,main

27、 economi cand social devel opment.A livelihood,a nd promote social harmonycomore hig h ecologi calvitality ha ppi nessof cit y. La styear,we carryout "three -| 一 .一.-.一 -一一.一 - Ipresent ,the overallsmoothe bine dup,andcompletedtconomic operatihetask combinepressureis stillhig h,face d anumberof

28、 challe ngesa ndtests. Mea nwhile,coincide s witht一- .- -I I Ipparty committeesthieally chooseloyal,nand servesas agooddo" learcadre, ir on disciplininge ducation int- - II-.neofGe neralFenghe carrie d out "five chensistee d put"two learn ado"lear ning education and "five ch

29、ean layout,andone organization impl ementation,put carried out "two lear_L. _ - .>II .1JL >_arna- .I -do" learni ng educant basisforlea ding bodi一 Iducati on w ithdo reform develthe party's fine -l e, carry frwad t he trad.oa CCiese vtues, practc ng Ie Slc_kt core vaues, vgorou-

30、cay fwad the sp.of Jia YUU, Hngq Canal spii and spii of pessenc, honesty i n p-.s, stc saesma, sik t tI e s” - l heght of Ie Ccmmunss Flu toievl on, as, do pay a roe i n-.y>g OliCalCcmmunSt dUy To UH IeThid Ie "refrm- efors Ifr e-plebesuetoCange ito. LLar I ing to CEduaton i or rto sove the

31、p.b ,i i de s not sove the prob-itwCr., gestro" the moios.To ste ngghe ntecnnsi oisniss of prblms and ine d on p.b oriee sling ea>i . 一 " fr tacin.tuy ueplngaln intoCange, modi- sto ean CcnsiUton Pa" r - s sei-, Id rs* soprrcisintfid t he probem, layng a sld founda1001r Utecred - a

32、Cin. B to mike chage ForCe ck pU of problm, throogh esa - h> reiUcaton Ta wa accunt a nd ale se Ca suevs I n, ad onaicount PIN, appr oac, isstd ds de . sde modf , a nd tha kow that modifieparys pupooe, ma ntano te pepe thm , a nd ded caion,dev otion, manain I ioneeI g ad ente irisng s* a ctve a t

33、e wel off exta paCiein. A chhcced sw ng LLar ning e ducain plgimme fr pary-buld ng i ou cy a c， prpooe d t fcs on souly ids and bel es ve, cnsid Wie .ou- d on put "wlar n a d" rig e ducaton eCtkat on Wi hgrsp pay of ma- lie e ducain paCt ce aCvie s and "trie stiC te e rra" tpC e

34、recicaton combi nnday organi zains at al l e soudgive fullpl. to adva nced mode s, a bls are prse ntatve a ance d and tyial of te limes a nd .i de the broa d m s of pay m - bes t emulae I 95a nnivesay of fudin_g a s a oppoluiy t awadin ecgiton of a nnmbe of nd -ldsiplne awae nnss s not srong , depre

35、se d, six sse s of ehica mscnduC s_ycntets spe cfc pr ogrmmes for al pary m - bes and ea dig cadis a bo<e t he cuy l sa l foous onurhe reiement t the probems. SeCfc t oy pary m - ber and evey cde, a s eu, cnsoldai on e xade d ha s made of eCtiat on esut, st ongy creCe d "fr ofke not for"

36、;, ad Chi adedles creCed "our w nd", ad rrguat on mlsss s de of auue s ennure w ok Idvane moepo r u, adproblmsut on moe cmplete y. T hid, m us consldae our a CevmeI utsadig pary m - bes' 0 - gas rI os paryorgazai on* outsadig pay workes ad pu te pionee tresques a cmb iaton of ictua and

37、 cnlrlId, foou- d ad rra pu yu sel i, pepe - e tigs se , wt tei ow nspciCns. For more pulc sme lay m - bes wofouson teousa nd ng isuus, combi nig cnne ntatd對(duì)不同的企業(yè)或組織，每一因素的影響并不相同。人力資源規(guī)劃基本操作步驟三：人力供給預(yù)測(cè)人員供給預(yù)測(cè)也稱為人員擁有量預(yù)測(cè)，是人力預(yù)測(cè)的又一個(gè)關(guān)鍵環(huán)節(jié)，只有進(jìn)行人員 擁有量預(yù)測(cè)并把它與人員需求量相對(duì)比之后，才能制定各種具體的規(guī)劃。人力供給預(yù) 測(cè)包括兩部分：一是內(nèi)部擁有量預(yù)測(cè)，即是根據(jù)現(xiàn)有人力資

38、源即其未來變動(dòng)情況，預(yù) 測(cè)出規(guī)劃各時(shí)間點(diǎn)上的人員擁有量；另一部分是對(duì)外部人力資源供給量進(jìn)行預(yù)測(cè)，確 定在規(guī)劃各時(shí)間點(diǎn)上的各類人員的可供量。人力資源規(guī)劃基本操作步驟四：起草計(jì)劃匹配供需起草計(jì)劃匹配供需包括（一）確定純?nèi)藛T需求量這步主要是把預(yù)測(cè)到的各規(guī)劃時(shí)間點(diǎn)上的供給與需求進(jìn)行比較，確定人員在質(zhì)量、數(shù) 量、結(jié)構(gòu)及分布不一致之處，從而得到純?nèi)藛T需求量。2008-7-20 22:43 回復(fù)3樓（二）制定匹配政策以確保需求與供給的一致這步實(shí)際是制定各種具體的規(guī)劃和行動(dòng)方案，保證需求與供給在規(guī)劃各時(shí)間點(diǎn)上的匹配。主要包括：晉升規(guī)劃、補(bǔ)充規(guī)劃、培訓(xùn)開發(fā)現(xiàn)劃、配備規(guī)劃等。（三）具體行動(dòng)方案人力資源規(guī)劃基本操作

39、步驟五：執(zhí)行規(guī)劃和實(shí)施監(jiān)控 人力資源規(guī)劃應(yīng)包括預(yù)算、 目標(biāo)和標(biāo)準(zhǔn)設(shè)置，它同時(shí)也應(yīng)承但執(zhí)行和控制的責(zé) 任，并建立一整套報(bào)告程序來保證對(duì)規(guī)劃的監(jiān)控。 可以只報(bào)告對(duì)全公司的雇傭 總數(shù)量（確認(rèn)那些在崗的和正在上崗前期的） 和為達(dá)到招聘目標(biāo)而招聘的人員 數(shù)量。同時(shí)應(yīng)報(bào)告與預(yù)算相比雇傭費(fèi)用情況如何， 損耗量和雇傭量的比率變化 趨勢(shì)如何。（1）執(zhí)行確定的行動(dòng)計(jì)劃。在各分類規(guī)劃的指導(dǎo)下，確定企業(yè)如何具體實(shí)施規(guī)劃，是這一步的主要內(nèi)容。一般來說，在技術(shù)上或操作上沒有什么困難。（2）實(shí)施監(jiān)控。實(shí)施監(jiān)控的目的在于為總體規(guī)劃和具體規(guī)劃的修訂或調(diào)整提供可靠信息，強(qiáng)調(diào)監(jiān)控的重要性。 在預(yù)測(cè)中，由于不可控因素很多， 常會(huì)發(fā)生

40、 令人意想不到的變化或問題， 如若不對(duì)規(guī)劃進(jìn)行動(dòng)態(tài)的監(jiān)控、調(diào)整，人力規(guī)劃最后就可能成為一紙空文，失去了指導(dǎo)意義。因此，執(zhí)行監(jiān)控是非常重要的一 個(gè)環(huán)節(jié)。此外，監(jiān)控還有加強(qiáng)執(zhí)行控制的作用。人力資源規(guī)劃基本操作步驟六：評(píng)估人力資源規(guī)劃on combi niday organizains at al le soudgive fulpl. to a anced mode s, a bls are pentatv* a anne d and Iyial of Ie limes a nd .i de the broa d m s of pay m- bes to em ulae I 95a nnivesay

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46、 cnsc oniss of prblms and ine d on p.b oriee sling ea>i . 一 fr Iacin,tuy ddeplnvesgain itocange, modlcain. A chicled sWngLLar ning e ducain pr. mefr pary-bUld ng i ou cya cU- prpooe d I fcs on soil yds and bel es ve,cnnsi ous,pupooe of Ie |- sto eanCcnsIon Pa" rUes sei , * so prrcisinIfid t

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48、 aIonecfWt hgrsp pay of ma- Ine e ducaIon pact acivte s and "Irre sIic Ie e r- Ipic e 雖然人力需求的結(jié)果只有過了預(yù)測(cè)期限才能得到最終檢驗(yàn)，但為了給企業(yè)人力規(guī)劃提供正確決策的可靠依據(jù)， 有必要事先對(duì)預(yù)測(cè)結(jié)果進(jìn)行初步評(píng)估.由專家、用戶及有關(guān)部門主管人員組成評(píng)估組來完成評(píng)估工作。評(píng)估者應(yīng)考慮以下具體問題：(1)預(yù)測(cè)所依據(jù)的信息的質(zhì)量、廣泛性、詳盡性、可靠性，以及信息的誤差及原因；(2)預(yù)測(cè)所選擇的主要因素的影響與人力需求的相關(guān)度，預(yù)測(cè)方法在使用的時(shí)間、范圍、對(duì)象的特點(diǎn)與數(shù)據(jù)類型等方面的適用性程度；(3)人

49、力資源規(guī)劃者熟悉人事問題的程度以及對(duì)他們的重視程度；(4)他們與提供數(shù)據(jù)和使用人力資源規(guī)劃的人事、財(cái)務(wù)部門以及各業(yè)務(wù)部門經(jīng)理之間的工作關(guān)系如何；(5)在有關(guān)部門之間信息交流的難易程度(如人力資源規(guī)劃者去各部門經(jīng)理處詢問情況是否方便)；(6)決策者對(duì)人力資源規(guī)劃中提出的預(yù)測(cè)結(jié)果、行動(dòng)方案和建議的利用程度；(7)人力資源規(guī)劃在決策者心目中的價(jià)值如何；(8)規(guī)劃實(shí)施的可行性。 評(píng)估預(yù)測(cè)結(jié)果是否符合社會(huì)、環(huán)境條件的許可，能否取得達(dá)到預(yù)測(cè)成果所必需的人、財(cái)、物、信息、時(shí)間等條件。為了提高人力資源預(yù)測(cè)的可靠性，有必要使評(píng)估連續(xù)化， 除了上述因素可以對(duì)一項(xiàng)人力資源規(guī)劃評(píng)價(jià)時(shí)提供重要參考外，還要對(duì)如下幾個(gè)因素

50、進(jìn)行比較：(1)實(shí)際招聘人數(shù)與預(yù)測(cè)的人員需求量比較；(2)勞動(dòng)生產(chǎn)率的實(shí)際水平與預(yù)測(cè)水平比較；(3)實(shí)際的與預(yù)測(cè)的人員流動(dòng)率的比較；(4)實(shí)際執(zhí)行的行動(dòng)方案與規(guī)劃的行動(dòng)方案比較；(5)實(shí)施行動(dòng)方案后的實(shí)際結(jié)果與預(yù)測(cè)結(jié)果比較；(6)勞動(dòng)力和行動(dòng)方案的成本與預(yù)算額的比較；(7)行動(dòng)方案的收益與成本的比較；評(píng)估要客觀、公正和準(zhǔn)確；同時(shí)要進(jìn)行成本 一效益分析以及審核規(guī)劃的有效性； 在評(píng)估時(shí)一定要征求部門經(jīng)理和基層領(lǐng)導(dǎo)人的意見，因?yàn)樗麄兪且?guī)劃的直接受益者，最有發(fā)言權(quán)。2008-7-20 22:43* 回復(fù)如何給公司領(lǐng)導(dǎo)做月報(bào)？應(yīng)該有哪些統(tǒng)計(jì)指標(biāo)?人力資源統(tǒng)計(jì)指標(biāo)匯總?cè)藛T數(shù)量指標(biāo)the party'

51、;sfine style,carryforwardthetraditional Chinese virtues,pra cticing theSocialistcorevalues,vigor ously carryforwardthe spiritofJiaoYulu, HongqiCanalspirit andspiritof persistence, honesty in politics, strictstatesman,stick to the spiritual heights oftheCommunists.Fourtodevoti on,as,do playa rolein q

52、ualifying.OfficialCommunistduty.To fulfilltheparty's purpose,maintainforthe peoplethemselves,a nd dedi cation,dev otion,maintain pioneer,pioneering andenter prising spirit,a ctiveatthewell-offextra practice,make contributions.The incentivefuncti on of party organi zationsatalll evelsshould givef

53、ullplayto adva ncedmodel s,esta blish a representative, advance dand typicalofthe times,and gui dethe broad masse sofparty memberstoemulate. Inhonor ofthe95 a nniversary offounding a s an opportunitytoaward in recognition ofa numberofoutstandingparty members'advanced grass-roots party organizati

54、ons, outstanding partyworkers,and putthe pioneertrees.Third,the"reform" efforts forexample, besuretochange into.Learning to teachEducation in ordertosolvethe problem,ifit doe s not solvethe problem, itwillform, goesthroughthe motions.To stre ngthe n theconsci ousnessof problemsand insiste

55、d on problem -oriente d,pr oblem -solvi nglearni ngeducationfortraction,truly deep investigation into change,modification.Acheckedswi ng. Lear ning educationprogrammeforparty-buildi ng in ourcity actually propose d to focuson soluti on offuzzyideal sand beli efswaver,consci ousness,purpose ofthe par

56、ty weaksense,honestyandself-di scipli neawarenessis notstrong,depresse d,sixissue sofethical misconductstudycontentsspe cific pr ogrammesforallpartymembers andlea ding cadres a bovet he county levelshallfocus on further refinementtothe problems.Specifict o everypartymember andevery cadre,also requir

57、esa combination ofactualand controlled,focuse d and really putyourselfin,peoplese e thing s,see ,with theirow nspecificprobl emsto learn Constituti on Partyrules,seri es,address,so preci siontofindt heproblem,laying asolidfoundation for furthercorre ctiveaction. Bto makechange.For che ckput ofproble

58、m, throughestablishedre ctification Tai wan account,a ndtake spe cialsupervisi on,and on a ccountPIN,appr oach,insi sted dosi delearn side modified,andthat knowthatmodified, whilefocusedon put "two learna do" learningeducation rectificationwit h grasppartyofmass linee ducation practi ce activities and"threestric