1. Section Three MANAGING HUMAN RESOURCES IN SMALL & MID BUSINESS “People, including managers, can make or break a business.”

2. 中小企业管理 - 路琳 - 人力资源管理 2 I. Managing people is complicated Governmental rules and regulations New generation are looking for challenge, incentive and opportunity to learn, to be creative and to advance Huge expenses:

3. 中小企业管理 - 路琳 - 人力资源管理 3 II. Why HRM Difficult in SME 1. Small size 2. Disadvantages in compensation system 3. Low industrial interest 4. Personality of the business owner

4. 中小企业管理 - 路琳 - 人力资源管理 4 III. Recruiting in Small Business Best people for the key positions Internal recommendation Find a specific manager for recruitment Provide shares Be a nice boss Organizational culture

5. 中小企业管理 - 路琳 - 人力资源管理 5 IV. Training in Small Business

6. 中小企业管理 - 路琳 - 人力资源管理 6 1. Purpose of Training and Development 1) Creating a pool of readily available and adequate replacements 2) Enhancing the company's ability to adopt and use advances in technology 3) Building a more efficient, effective and highly motivated team 4) Ensuring adequate human resources for expansion into new programs.

7. 中小企业管理 - 路琳 - 人力资源管理 7 2.Benefits a small business receives from T&D 1) Increased productivity. 2) Reduced employee turnover. 3) Increased efficiency resulting in financial gains. 4) Decreased need for supervision.

8. 中小企业管理 - 路琳 - 人力资源管理 8 1) Organizational Objectives 2) Needs Assessment 3) Is there a gap? 4) Training Objectives 5) Select the Trainees 3. Steps in the Training Process

9. 中小企业管理 - 路琳 - 人力资源管理 9 Steps in the Training Process 6) Select the Training Methods & Mode 7) Choose a Means of Evaluating 8) Administer Training 9) Evaluate the Training

10. 中小企业管理 - 路琳 - 人力资源管理 10 4. Training Methods

11. 中小企业管理 - 路琳 - 人力资源管理 11 1) Orientations For new employees The company's history and mission. The key members in the organization. The key members in the department, and how the department helps fulfill the mission of the company. Personnel rules and regulations.

12. 中小企业管理 - 路琳 - 人力资源管理 12 2) Lectures present training material verbally and are used when the goal is to present a great deal of material to many people.

13. 中小企业管理 - 路琳 - 人力资源管理 13 3) Role playing and simulation attempt to bring realistic decision-making situations to the trainee. Likely problems and alternative solutions are presented for discussion.

14. 中小企业管理 - 路琳 - 人力资源管理 14 4) Audiovisual method such as television, videotapes and films are the most effective means of providing real world conditions and situations in a short time.

15. 中小企业管理 - 路琳 - 人力资源管理 15 5) Job rotation moving an employee through a series of jobs so he or she can get a good feel for the tasks that are associated with different jobs

16. 中小企业管理 - 路琳 - 人力资源管理 16 6) Apprenticeships develop employees who can do many different tasks. They usually involve several related groups of skills that allow the apprentice to practice a particular trade, and they take place over a long period of time in which the apprentice works for, and with, the senior skilled worker.

17. 中小企业管理 - 路琳 - 人力资源管理 17 7) Internships and assistantships a combination of classroom and on-the-job training.

18. 中小企业管理 - 路琳 - 人力资源管理 18 8) Programmed learning, computer-aided instruction and interactive video they allow the trainee to learn at his or her own place.

19. 中小企业管理 - 路琳 - 人力资源管理 19 9) Laboratory training conducted for groups by skilled trainers.

20. 中小企业管理 - 路琳 - 人力资源管理 20 Training Techniques & Activities (On-the-job)

21. 中小企业管理 - 路琳 - 人力资源管理 21 Training Techniques & Activities (Off-the-job)

22. 中小企业管理 - 路琳 - 人力资源管理 22 Training Techniques & Activities (Off-the-job)

23. 中小企业管理 - 路琳 - 人力资源管理 23 Most small business owners want to succeed, but do not engage in training designs that promise to improve their chances of success. WHY?

24. 中小企业管理 - 路琳 - 人力资源管理 24 5. Reasons training is ignored Time Getting started Broad expertise Lack of trust and openness Skepticism as to the value of the training

25. 中小企业管理 - 路琳 - 人力资源管理 25 V. Building Employee Trust Trust cannot be created by excessive wages, great company picnics or wonderful working conditions; it can only be generated through teamwork, honesty and fairness.

26. 中小企业管理 - 路琳 - 人力资源管理 26 Three attributes of trust in successful small businesses Open and honest Consistent and fair Communications

27. 中小企业管理 - 路琳 - 人力资源管理 27 Honesty Take time to talk with your workers. Find out what they're thinking. Find out what they'd like to know and tell them whenever possible. Don't tell only good things. Allow employees an opportunity to provide you, the owner, with information, questions and suggestions. In this way, communications are two way.

28. 中小企业管理 - 路琳 - 人力资源管理 28 VI. Strategic decision: When a firm needs a HR manager The firm has more than 100 employees. Turnover is very high (and costly). The need for skilled or semiskilled labor creates problems in recruitment or selection. Employee morale is low. Competition for good personnel is especially keen in the market area.

29. 中小企业管理 - 路琳 - 人力资源管理 29 Buy vs. DIY

30. 中小企业管理 - 路琳 - 人力资源管理 30 Professional Employer Organization Employee Leasing Firm Why use PEO Pitfalls in PEO –Limited Responsibility –Loose contact –Higher cost