【正文】 s, HR model development and HR strategies. The second section describes the exploring stage of HRM in China. System building, recruitment and motivation are the three aspects to support the opinion. The third section discusses the new challenges that HR managers in China may face. In this part, challenges from the changing business age, HR managers’ abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed. Question 1 Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. This section will mainly discuss the HRM’s change and expansion in the aspect of staffpany relations, HR model development and HR strategies as the following. In the aspect of the staffpany relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method. First, in terms of the power factors, 10 years ago the relationship between employees and the pany was regarded as ‘Labor and Enterprise’ while nowadays more panies show understanding and respect for the human spirit. For example, Google China places a piano in the hall of the pany and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago. The reason why they chose this pany was the satisfactory salary. But today, staffs are considered as fully evolved, pletely satisfied, mature human beings. Third, in the motivational methods aspect, the change is really huge. A decade ago, panies often drove employees through basic needs such as a big bonus. While the role seems to highlight people’s social and intellectual needs. In the aspect of HR model development, some human resource management functions have expanded during the past decade. One of the new products of human resource management is the HR outsourcing which support the core HR activities and business processes associated with HR administration. Outsourcing HR functions or processes is a viable decision for businesses, particularly those whose internal HR department has reached the limit of its effectiveness。 reducing costs/reduce investment. This way has achieved great success in some countries, for example, Canada. Spending on HR outsourcing in Canada, is forecast to increase by more than 13%, on average, every year between 2005 and 2009 (Jim Westcott, 2005). The majority of HR strategies have been developed over the last decade. Twenty per cent of respondents indicate that an HR strategy has been in place at their institution for less than three years, 60% report that the HR strategy was developed in the past three to seven years and 20% indicate that the strategy is ten or more years old. These data reinforce the notion that HR management has taken on a much more strategic role within the past decade. The HR strategy in recruitment and retention can be discussed in longterm goals as well as shorterterm operational procedures. In terms of recruitment and retention some institutions are primarily concerned with shortterm objectives. For example, one Canadian respondent stated that their HR strategy involves ‘a(chǎn)n annual recruitment and retention plan that governs academic staff hiring and retention for the following academic year’ (Ronold G Ehrenbdeg, 2005). Other responses highlight longterm objectives and broader issues relating to staff development and performance as well as policy and strategic planning for future institutional growth. For example, one Australian institution states that their HR strategy is concerned with ‘workforce planning, age profiling, attraction and retention issues, and reengineering the recruitment process’. The general focus of this strategy is on strategic planning for successive generations. Question 2 With China39。t want to incur the required investment), or those that want to focus on core petencies. The advantage of HR outsourcing is obvious: Obtaining access to (internally) unavailable expertise, skills, technologies。從工業(yè)時(shí)代變化為信息時(shí)代，穩(wěn)定到改變，體力到腦力勞動(dòng)成為中國(guó)人力資源管理首要面臨的挑戰(zhàn)。人力資源的外包模式顯示出其強(qiáng)大的競(jìng)爭(zhēng)力 ，并可能成為人力資源管理主要的方式作為使用。我們習(xí)慣個(gè)人化的，孤立的工作，我們需要改變?yōu)楦咝阅艿膱F(tuán)隊(duì)合作。 隨著技術(shù)越來(lái)越復(fù)雜和困難，這幾乎是不可能只有一個(gè)人完成的項(xiàng)目。 現(xiàn)在 ，人們意識(shí)到倡導(dǎo)者們那些具有重要貢獻(xiàn)的行為和知識(shí)是他們自己的智慧和才能。 下一個(gè)挑戰(zhàn)將是人力資源管理人員的適應(yīng)能力即從體力勞動(dòng)到腦力勞動(dòng)的轉(zhuǎn)變（亞歷山大，1997年）。可持續(xù)發(fā)展的重點(diǎn)在于將傳統(tǒng)和過去尋找創(chuàng)造和創(chuàng)新的方法轉(zhuǎn)變?yōu)樾碌慕鉀Q問題的方式，新的制作工藝，新產(chǎn)品和服務(wù)。任何事情都在悄無(wú)聲息的變化著39。信息和知識(shí)作為新的就業(yè)機(jī)會(huì)的來(lái)源已經(jīng)取代了大部分制造業(yè)。信息領(lǐng)域、經(jīng)濟(jì)領(lǐng)域和知識(shí)領(lǐng)域是中國(guó)人力資源管理主要面臨的三個(gè)挑戰(zhàn)。來(lái)自中國(guó)數(shù)據(jù)庫(kù)最權(quán)威的數(shù)據(jù)庫(kù)顯示，％％的企業(yè)給予員工購(gòu)股權(quán)作為對(duì)員工的長(zhǎng)期激勵(lì)制度，％的企業(yè)還沒有實(shí)現(xiàn)長(zhǎng)期激勵(lì)。目前，中國(guó)有百分之七十的員工與不同種族的人進(jìn)行相同的工作卻得到不同等級(jí)的薪水（趙尹，2007年）。例如知識(shí)測(cè)試，心理測(cè)試和演示的方式等引進(jìn)到中國(guó)并且受到熱烈歡迎。 雖然現(xiàn)代企業(yè)可以通過諸如網(wǎng)絡(luò)，獵頭公司，招聘會(huì)，校園招聘，廣告媒體等多種方式來(lái)進(jìn)行招聘 ，而且可以提供企業(yè)人力資源信息的渠道越來(lái)越多，大多數(shù)的公司的人仍然選擇形式招聘會(huì)。此外，％的人能真正實(shí)施這一戰(zhàn)略。 問題2 隨著中國(guó)加入世貿(mào)組織，現(xiàn)代企業(yè)管理理念已逐漸接受了中國(guó)企業(yè)，人力資源管理已經(jīng)得到了發(fā)展和推廣在大多數(shù)企業(yè)中。（Ronold G Ehrenbdeg, 2005）。人力資源戰(zhàn)略討論了人員征聘和保留的長(zhǎng)期目標(biāo)和短期的運(yùn)作程序。這種方法已在一些國(guó)家取得了巨大成功，例如，加拿大在人力資源外包開支上平均每年將增加13％以上在2005年至2009年之間。其中作為人力資源管理的新產(chǎn)品之一是人力資源外包，它支持了核心人力資源活動(dòng)和業(yè)務(wù)流程在人力資源管理中。第三，在激勵(lì)方法方面，真正的變化是巨大的。例如，谷歌在中國(guó)的分公司在公司大廳放置了一架鋼琴 ，而且還設(shè)置一個(gè)廚房和洗衣機(jī)為他們的雇員（吉姆韋斯科特，2005年）。在這一部分將進(jìn)行了討論，由于商業(yè)時(shí)代的不斷變化，人力資源將接受處理不確定性和模糊性等的挑戰(zhàn)。第一部分討論的三個(gè)方面是工作人員和公司的關(guān)系，人力資源模式，發(fā)展戰(zhàn)略和人力資源管理轉(zhuǎn)變職能。感謝同事們對(duì)我學(xué)習(xí)的關(guān)心和支持，不僅在工作中給予我?guī)椭头奖悖瑫r(shí)和我分享各種實(shí)踐經(jīng)驗(yàn)，為我提供寶貴的原始資料，并給我的論文寫作提出許多寶貴意見，在此深表感謝。在整個(gè)論文的寫作過程中，我的導(dǎo)師、同學(xué)、家人以及朋友都給予了我很大的支持和幫助，她們?cè)诜泵ぷ鞯耐瑫r(shí)，不斷的激勵(lì)我認(rèn)真學(xué)習(xí)，在此，謹(jǐn)向她們致以最真誠(chéng)的謝意。由于本人所學(xué)知識(shí)有限，對(duì)招聘渠道有效性的分析有不夠透徹和不夠深化之處，所提建議也可能有不太恰當(dāng)之處。人力資源招聘工作的成功，不僅僅只是依賴于如何更快、更好、更省費(fèi)用的找到合適的人，這只是工作中的一小部分。這樣一方面可以總結(jié)這半年的招聘成績(jī)，發(fā)現(xiàn)招聘中存在的問題，及時(shí)對(duì)招聘渠道的使用進(jìn)行修正；另一方面可以對(duì)下半年的招聘情況進(jìn)行預(yù)測(cè)，包括成本情況，人員配置，招聘渠道的選擇等，以便更好地開展招聘工作。（六）提高招聘團(tuán)隊(duì)的專業(yè)性在A公司現(xiàn)有的招聘團(tuán)隊(duì)中，招聘經(jīng)理是擁有5年以上專業(yè)招聘經(jīng)驗(yàn)，招聘專員均有2年以上相關(guān)的工作經(jīng)驗(yàn)，但是在招聘團(tuán)隊(duì)中仍會(huì)出現(xiàn)一些問題，需要提高其專業(yè)性，使其逐漸向顧問的角色轉(zhuǎn)換。在此基礎(chǔ)上來(lái)分析本年度計(jì)劃中這種渠道的費(fèi)用標(biāo)準(zhǔn)是多少，通過什么渠道進(jìn)行招聘，確定分配的比例。首先，要確定招聘成本。在選聘人才的過程中，除了關(guān)注人才個(gè)體的素質(zhì)外，還應(yīng)認(rèn)真分析擬任團(tuán)隊(duì)的結(jié)構(gòu)特點(diǎn)，盡量減少不必要的人才團(tuán)隊(duì)磨合成本，增加人才與團(tuán)隊(duì)的融合度。（四）提高人員穩(wěn)定性，降低員工離職率通過對(duì)招聘渠道有效性的分析，發(fā)現(xiàn)目前A公司的離職率偏高，因此在2013年，A公司需要更加注意留人方面，在成功選聘人才的同時(shí)，又能保持員工在企業(yè)發(fā)展的可持續(xù)性，降低員工的流失率。（三）優(yōu)化網(wǎng)絡(luò)招聘渠道在網(wǎng)絡(luò)招聘中，2012年主要選擇的還是三大招聘網(wǎng)站，智聯(lián)招聘、前程無(wú)憂和中華英才網(wǎng)。體現(xiàn)在人力資源管理中就是低層次人員能滿足崗位需要的決不使用高層次的人員，考慮實(shí)際崗位需求，不要一味追求高學(xué)歷、高層次的人才，導(dǎo)致人才浪費(fèi)。（二）提高校園招聘會(huì)的價(jià)值