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外文翻譯--中小企業(yè)招聘中的技能短缺-展示頁

2025-05-27 08:10本頁面
  

【正文】 s. Some authors refer to the less formal and more personal forms of relationships in SMEs as being critical to increased efficiency through improved employee relations (Schumacher, 1989). However, others have questioned the view that interpersonal relationships are necessarily better in SMEs (Rainnie, 1989). It is apparent that a clear understanding of how SMEs recruit and select staff is needed. The SMEs in fact may have some advantages in the extent to which they can use flexible working patterns. The patterns of working, methods used to recruit and factors taken into account to fix pay levels when recruiting were considered in the questionnaire. A large number of panies now use parttime workers, jobsharing and a considerable number use contracting out. However, fulltime working was still the most mon form of employment. Smaller organizations tend to rely on local advertisements and personal remendations to recruit new staff. Some use is also made of recruitment agencies. Not surprisingly little use was reported of national advertisements. Among respondents with dedicated personnel staff, 46 per cent said they would not consult a personnel specialist for the recruitment of staff. Virtually all organizations used personal references when selecting staff. However, while application forms are a popular selection tool, they are not used by all organizations – 11 per cent of organizations reported not using them at all. Psychometric tests were used by 17 per cent of organizations and 29 per cent used personality assessments. On at least some occasions job samples or aptitude tests were used by 35 per cent of organizations surveyed. Those respondents with personnel training were noticeably more likely to use psychometric tests or personality assessments. However, they were used as a regular part of selection only in about 1 in 10 cases. The most popular method for establishing pay levels was shown to be the value of the job to the organization, and the abilities or skills of the new person. Comparison with salaries paid to others in the industry was also used, but less often. In contrast with practice in larger organizations, previous pay levels of the new person and the previous incumbent were considered unimportant in smaller organizations. The majority of respondents to the interviews felt that they had no skills shortage problem. Reasons given for this varied from retaining and retraining existing staff, to the existence of a large skills pool due in many cases to the last few years of recession: No problem – after the recession there are plenty of people with the skills we need looking for work. (Personnel Manager – construction based business) Companies operating in specialist areas and particularly newly emerging industries did report problems in some parts of their operation. The minority that was suffering a skills shortage were dealing with it by attempting to retain and retrain existing staff and by recruiting from wider areas. Attempts to ensure that staff stayed with the pany were stressed by some. More creative approaches based on job design methods were also utilized. One approach was to remove unskilled tasks from skilled workers already in the pany, thus allowing them to concentrate on their skilled tasks. A further trend seemed to emerge in that panies were changing their emphasis from finding the skills to fit the job, towards fitting the job to the available skills: We look after our staff and they stay with us. (Director – marketing pany) …does a lot of our own training. Obviously this sets us back in terms of responsiveness. (Personnel Officer – software House) Adapt the job to the person rather than the person to the job. (Finance Director – engineering based manufacturer) When asked what would be useful in dealing with the skills shortage the majority response again was that there was no issue to tackle. However, among those who were facing a problem there was a feeling that individuals should leave education better equipped to understand and make a contribution to the industrial sector, and have a practical understanding of the world of work. A strong area of concern was that the education system still appears to actively discourage students from entering the industrial/ manufacturing sector, with the attitude that to do so is a last resort if exam results are not good enough for anything else: …need a change of emphasis in the careers function. Rather than pushing people into Banking which has too many people, push them towards industry which is where the jobs are. (Personnel Director – engineering pany) We need a change of image for manufacturing in the UK. (Managing Director – technical products manufacturer) Many firms felt that the phasing out of the apprenticeship scheme removed what was previously a viable and respectable alternative to the academic path. The current set of vocational training initiatives was not viewed as providing the equivalent quality of training as the apprenticeship system: We are producing a generation of managers with noone to manage. The abolition
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