招聘與篩選,研發(fā)使用互聯(lián)網(wǎng)外文翻譯

1、<p>　　本科畢業(yè)論文（設計）</p><p>　　外 文 翻 譯</p><p>　　外文題目 Recruitment and selection - R&D using the Internet </p><p>　　外文出處

2、 Journal of Managerial Psychology，2000（7）：P163-167 </p><p>　　外文作者 Maggie McCourt-Mooney </p><p><b>　　原文：</b>&l

3、t;/p><p>　　Recruitment and Selection R&D using the Internet </p><p>　　Maggie McCourt-Mooney</p><p>　　Having identified in the first of this series of three articles several recurri

4、ng themes in recruitment and selection (see Vol. 15 No. 3 of this journal) I embarked upon a more specific search. As well as using search engines, I made use of Proquest, an information service provided on the Web by Be

5、ll and Howell and available by subscription or through academic libraries.</p><p>　　Three of the themes previously identified - the changing work environment, developments in testing and assessment and the u

6、se of technology - formed the basis of the searches and provided useful links amongst a plethora of sites of tangential interest only. </p><p>　　On-line recruiting：Otherwise kno

7、wn as e-recruiting and cyber recruiting. The development of recruitment on-line, and via company Web sites in particular, was my starting point. In order to establish the range of current practices, I searched a variety

8、of Web sites representative of global organizations. This was supplemented by a search for relevant and up-to-date references in journal articles or available and/or accessible through the Internet.</p><p>　

9、　The Internet and recruitment advertising：Judging by the wealth of Web site addresses now found in newspapers, journals and in job advertisements, some substantial part of the recruitment budget is being devoted specific

10、ally to on-line recruitment. Whether this is to market the organization or to be a showcase to attract potential job seekers is not clear. My search of several Web sites revealed a wide variety of approaches to the use o

11、f on-line recruiting. An equally interesting observation was </p><p>　　Traditional recruitment practices：Several sites, however, appeared either to merely state that applicants could apply for jobs on-line a

12、nd/or should send résumés or complete a form. These sites may attract some applicants, but if they have already visited sites like those reviewed earlier in this article, they may well be discouraged by the ver

13、y traditional approach. There appears to be little imaginative use of the technology. However, the particular company's culture and/or the nature of its b</p><p>　　HSBC in the banking sector at http://co

14、mpany.monster.co.uk/hsbcuk/ was notably uninteresting, closely followed by Roche at http://www.roche.com/roche/about/job.htm which simply gave general descriptions of jobs in the Company and stated that applicants should

15、 "send application with usual documents via conventional mail". A more traditional approach is hard to imagine.</p><p>　　AT&T from the telecommunications sector at http://www.att.com/hr/ was at

16、 first intriguing with its "City of opportunities". However on trying to find out what these opportunities were, the phrase "Occupational represented positions" appeared and from then onwards very lit

17、tle made much sense.</p><p>　　I was left with the impression that if a company was innovative or young and dynamic, or had a very mature and leading edge recruitment process in traditional terms, it would be

18、 likely to embrace the use of the Internet warmly and to good effect. It seemed valid to check this out with other sources of reference on the Internet and to establish whether research reports are as yet demonstrating h

19、ow and why companies are changing their recruitment practices to use the Internet.</p><p>　　Developments in testing and assessment：Turning now to my next theme of developments in testing and assessment, the

20、primary tool I used for this particular search was Proquest. I wanted to go beyond the "shop front" approach of many Web sites and find relevant research rather than simply product information.</p><p

21、>　　Initially, I decided to narrow my search to one aspect of testing and assessment pre-employment screening. This search provided several interesting and informative journal articles on the subject ranging from an hi

22、storical perspective to guidance on legislative implications and current products available in the market place.</p><p>　　As a starting point, a very thorough and up-to-date consideration of pre-employment s

23、creening was found in American Business Review by Philbrick et al. (1999).</p><p>　　Interestingly the starting point of this article was the increasingly litigious society and the cost of hiring particularly

24、 when there are labor shortages. The authors quote the tendency to "hire in a hurry" and reiterate the problem of worsening shortages that organizations are likely to face when Baby-Boomers retire.</p>&

25、lt;p>　　From a US legislative standpoint the authors place emphasis on ensuring that any recruitment procedures are related to employee success on the job and "do not have a disparate impact on any protected class

26、" They equally emphasis the onus on the employer to demonstrate if required that any pre-employment screening method is reliable and valid.</p><p>　　Philbrick et al. (1999) review a range of approaches

27、to screening making the initial distinction between "screening in", which is "an attempt to get the best employees" and "screening out", or "an attempt to exclude those applicants belie

28、ved to have potential problems". Philbrick et al. do not recommend use of the polygraph and unstructured interviews but provided they are in no way discriminatory, the authors do advocate the use of:</p><

29、p>　　?carefully designed application forms;</p><p>　　?background checks;</p><p>　　?competency based screening;</p><p>　　?structured interviews; and</p><p>　　?drug tes

30、ting.</p><p>　　Some practices which Philbrick et al. suggest may have some use in certain circumstances include:</p><p>　　?personality testing to help avoid job mismatching;</p><p>

31、　　?integrity testing; and</p><p>　　?hand-writing analysis - with the following proviso.</p><p>　　The other significant issue raised by Philbrick et al. is the importance of being aware of potent

32、ial employees' negative reactions to some of the approaches to screening or to particular screening tools. Equally important is the need for the employer to manage this response in a reasonable way.</p><p&

33、gt;　　So the legislative context, the diversity of the workforce and potential labor shortages are combined to provide a minefield through which employers need to walk very carefully. Let us now consider some of the new a

34、pproaches to pre-employment screening that can be timesaving and good value for employers and appear to be fair to potential employees.</p><p>　　Pre-employment screening tools：At the simplest level, the deve

35、lopment of 24-hour telephone pre-screening as reported, in HR Magazine seems to have provided potential candidates with more flexible arrangements. "HR Easy Inc analyse10,000 calls received during one 24 hour period

36、 to its clients using its custom-made programs that screen applicants via a touch-tone phone. Sixty nine per cent were place outside traditional business hours" (Rubis, 1998).</p><p>　　Another example o

37、f this approach is provided by Stores New York (see Schulz, 1998) and illustrates how small retailers are able to identify likely applicants through two tiers of questioning in an automated program. In this example, the

38、retailers, Hot Topic and Stew Leonard, advertised the vacancy and gave details of a toll free telephone number. When an applicant completed the session successfully, an interview with a live human being was scheduled aut

39、omatically. This leads me to wonder how the</p><p>　　Russell (1999) gives further evidence of the likely popularity of such automated methods. He asserts that nowadays the latest business tools are economica

40、l in terms of time and money, taking often no longer than 15 minutes and often being able to be processed in-house. Russell suggests this applies to programs to screen out marginal performers early typically after a brie

41、f interview but he does not quote specific programs. However he does provide a link to the Workforce Stability Institute at ht</p><p>　　?In choosing to use tests, consult with people who are both experienced

42、 and knowledgeable in the overall design of selection systems rather than a specific product or methodology.</p><p>　　?Ensure the tests are reliable and valid measures are related as closely to the job as po

43、ssible.</p><p>　　?Check for adverse impact.</p><p>　　Research findings：When I first started researching on-line recruitment in 1998, I found more predictions about what was likely to happen in g

44、eneral terms or an indication of trends that were beginning to emerge. Now in 2000 some research findings are being reported from a variety of sources. In June 2000, HR Focus magazine reported on the Web Recruiting Study

45、 2000, undertaken by the Institute of Management and Administration (see "Why your Web site is more important than ever to new hires", HR F</p><p>　　Changing demands on the HR function：This increas

46、ed interest in, and use of, the Internet by job seekers does however bring its own problems. The August 1999 edition of Workforce (see http://www.workforce.com/ for subscription details) quotes several examples of compan

47、ies that have responded in differing ways to this development. The examples range from Irvine, Mazda North American Operation, which decided to devote 25 per cent of its recruitment budget to an Internet recruitment serv

48、ice to Princ</p><p>　　American Express at http://www10.americanexpress.com/sif/cda/page/0,1641,1461.asp considers the need to have a variety of recruitment strategies of which on-line recruiting is just one.

49、 The interesting point is that this appears to have tripled the number of résumés received and has, at the same time, increased the quality of applicants. What the company has also done is acknowledge that empl

50、oyees need to be encouraged to use the Internet themselves to recruit and appoint new employees and thus </p><p>　　Speed of response and increased numbers of applicants：What this Workforce article highlighte

51、d was the need for organizations to manage the shortened recruitment cycle that on-line recruiting brings. Some companies manage the increased speed of response and the increased numbers by improving internal capabilitie

52、s in terms of software, technology and dedicated resources, such as American Express. Lockheed Martin Technology Services Group has done something slightly different at http://lmpeople.ext</p><p>　　Outsourci

53、ng the management of the on-line recruitment process is also a common practice, and the advice from all sources seems to be: "Do so if you are not in the area of IT developments and if you do so, look for more than

54、a résumé database". The large number of potential applicants will need to be screened, an issue raised by myself in the previous article in this series. Apparently it is slightly more complicated than just

55、 finding the appropriate software or screening against criteria. </p><p>　　On-line recruitment： a different process? In Part I of this series of articles, I argued that the process of recruitment and selecti

56、on has not changed essentially and that Internet technology will require organizations mainly to improve these processes or manage other influences. The results of my research for this article reinforce this view but als

57、o highlight some important influences to be taken into account: the speed factor, the increased use of outsourcing, the training and development nee</p><p><b>　　譯文：</b></p><p>　　招聘與篩

58、選,研發(fā)使用互聯(lián)網(wǎng)</p><p><b>　　瑪吉麥科特，穆尼</b></p><p>　　在這系列的三篇文章中，第一篇已經(jīng)確定了招聘和篩選中反復出現(xiàn)的主題（見卷15，該刊第3號），接著，我向一個更具體的搜索目標進發(fā)。在搜索引擎的使用上，我運用了臨搜索，這是貝爾和豪威爾在網(wǎng)上提供的信息服務，可通過認購或高校圖書館提供使用。</p><p>　

59、　以前確定的三個主題，即不斷變化的工作環(huán)境、測試和評估的發(fā)展、技術的運用，形成了搜索的基礎，并提供了與相互間存在直接利益網(wǎng)站地有用鏈接。</p><p>　　在線招聘:俗稱電子招聘或網(wǎng)絡招聘。通過公司網(wǎng)站來發(fā)展在線招聘,是我的主要出發(fā)點。為了確立現(xiàn)行實施的范圍,我尋找了全球各種組織代表的網(wǎng)站，并通過搜尋相關的最新參考期刊文章、可用的電子芯片或互聯(lián)網(wǎng)來補充。</p><p>　　互聯(lián)網(wǎng)和招聘

60、廣告:根據(jù)目前分布于報紙、期刊雜志和招聘廣告上豐富的網(wǎng)站地址,招聘預算中的很大一部分被專門用于在線招聘。這是一個市面組織還是一個通過展示來吸引潛在求職者的渠道，還不清楚。我搜索的幾個網(wǎng)站,顯示出正在用各種各樣的方法來使用在線招募。同樣還有一個有意思的發(fā)現(xiàn)，就是組織文化和它的在線招募之間存在關系。</p><p>　　傳統(tǒng)的招募:一些網(wǎng)站的出現(xiàn),使申請人可以在線申請工作、傳遞簡歷或填寫一個表格。這些網(wǎng)站可能會吸引一

61、些申請者,但如果他們已經(jīng)訪問了類似于文章中提到的網(wǎng)站,他們可能會對傳統(tǒng)的招聘方法很失望。這似乎沒有什么富于想象力的使用技術。然而,特定的企業(yè)文化和業(yè)務性質(zhì)在某種程度上可以解釋這個現(xiàn)象。</p><p>　　銀行界，匯豐銀行（http://company . monster .com/hr）做得不夠,其次是羅氏（http://www.roche.com/roche/about/job.htm）只簡單給出公司一般的工

62、作說明和表示申請人須“通過傳統(tǒng)郵件發(fā)送常規(guī)文件申請”的提醒。一個更傳統(tǒng)的方式難以想象。</p><p>　　從美國電話電報公司分支出來的電信（http://www.att.com/hr/），起初以“機會之城”耐人尋味。然而就在試圖找出這些機會時,詞組“職業(yè)代表職務”出現(xiàn)，從那時候開始，它就很少發(fā)揮多大的作用?！?lt;/p><p>　　我留下了這樣的印象:如果一間公司創(chuàng)新、年輕、充滿活力,或者

63、在傳統(tǒng)的術語中有個很成熟的，很前沿的招聘過程,它會比較容易接受使用因特網(wǎng)的熱忱,因而取得良好的效果。</p><p>　　這似乎是可行的，通過引用互聯(lián)網(wǎng)上其他來源的參考資料去檢查，并確定研究報告是否尚未證明企業(yè)如何以及為什么改變他們的招聘方法而去使用互聯(lián)網(wǎng)。</p><p>　　在線測試和評估的發(fā)展:至于我的下一個主題——測試和評估發(fā)展，我認為搜索用的主要工具是臨搜索。我想超越許多有“店面

64、”的網(wǎng)站，并找到相關的研究方法而不是簡單的產(chǎn)品信息。</p><p>　　起初，我決定將搜索范圍縮小到一個關于就業(yè)前篩選方面的測試和評估。這個研究提供了一些有趣和詳實的期刊文章，并從歷史的角度分析這個問題對立法的影響，以及當前市場上可用的產(chǎn)品。</p><p>　　作為起點，菲爾布里克等人在美國商業(yè)評論中提出了一個考慮全面和最新的職前篩選工具（1999）。有趣的是，這篇文章的出發(fā)點是越來越

65、多的社會訴訟和聘用成本，尤其是當出現(xiàn)勞動力短缺時。作者引述趨勢：“在匆忙時雇傭”，并重申短缺問題惡化時組織可能面臨嬰兒潮一代退休的問題。 從立法的角度看美國，作者側(cè)重于能使員工在工作中取得成功的招聘程序，“對任何受保護的類型沒有不同的影響?！彼麄兺瑯訌娬{(diào)雇主的責任，如果證明需要雇主的責任，任何職前篩選方法都是可靠和有效的。</p><p>　　菲爾布里克等人（1999）通過一系列方法去區(qū)分最初“篩選”，“

66、企圖獲得最佳員工”并“把他們篩選出來”，同時“排除那些申請人認為的潛在問題”。菲爾布里克等人不推薦使用測謊器和非結(jié)構化面試，但只要不是歧視性的，都主張使用： ?精心設計的申請表； ?背景檢查； ?能力為基礎的篩選； ?結(jié)構化面試； ?藥物測試。有些做法菲爾布里克等人表明可能在某些情況下適用，包括： ?個性測試，以避免工作不匹配； ?完整性測試； ?手寫分析。 菲爾

67、布里克等人提出的其他重要問題是潛在員工對其中一些篩選方法或特定篩選工具的消極反應。同樣重要的是，雇主需要用合理的方式管理這個反應。 因此在立法的背景下，勞動力和潛在勞動力短缺的多樣性結(jié)合，提供了一個雷區(qū)，雇主需要很仔細?，F(xiàn)在讓我們考慮一些就業(yè)前檢查的新辦法，可以為雇主節(jié)省時間和創(chuàng)造良好價值，這似乎對潛在雇員更公平。</p><p>　　職前篩選工具：24小時電話預檢發(fā)展報告說，在最簡單的層面，人力資源雜志

68、似乎為我們提供了更具潛力、靈活的候選人?！叭肆Y源公司利用客戶通過觸摸式屏幕申請的定制方案分析了24小時內(nèi)收到的10000個來電。其中百分之六十九是在傳統(tǒng)工作時間以外打來的”（碧絲，1998）。 紐約商店為這種方法提供了另一個例子（見舒爾茨，1998）并且說明了小零售商如何通過自動化程序中兩個層次的質(zhì)疑確定潛在申請者。在這個例子中，當申請人成功完成了會議，將被自動安排現(xiàn)場采訪。這使我想知道雇主如何成功應對眾多的潛在申請者。而這一

69、問題的真正目的是測試人們的體力和耐力，以及他們是否真的適合這份工作。 羅素（1999）給出了這種自動化方法可能流行的進一步證據(jù)。他聲稱，當今最新的商業(yè)工具是時間和金錢方面的節(jié)省，往往能內(nèi)部處理，同時不超過15分鐘的時間。羅素認為，這適用于在一個簡短的采訪后篩選出方案，但他并沒有引用具體方案。然而他提供了一個與職工隊伍穩(wěn)定的研究所之間的鏈接http://www.employee.org，就如何謹慎使用任何一種測試，提供了一個更深思

70、熟慮的辦法：?在選擇使用測試時，咨詢那些經(jīng)驗豐富</p><p>　　研究結(jié)果:當我在1998年第一次開始研究在線招聘時,發(fā)現(xiàn)更多的是預測什么可能會發(fā)生或一個即將出現(xiàn)的發(fā)展趨勢。在2000年，一些研究發(fā)現(xiàn)正被各種來源的媒體所報道。2000年6月, 《人力資源焦點》雜志報道了由行政與管理學院開展的2000年網(wǎng)上招聘的研究成果 (見“為什么你的網(wǎng)站比以前更重要”,人力資源焦點,6月,2000年)。這份報告的概要也出

71、現(xiàn)在http://www.wetfeet.com。根據(jù)調(diào)查,百分之九十多的求職者申請一個公司的工作要先檢查一個公司的網(wǎng)站,然后才采取花費比平均多4個小時的時間在這個公司網(wǎng)站做一份工作搜索。</p><p>　　人力資源部門的需求變化:網(wǎng)上求職興趣的增加和使用率的提高給求職者帶來了問題。1999年8月版的《勞動力》(見http://www.workforce.com/細節(jié)訂閱)我們引用了對發(fā)展做出不同方式回應的幾個

72、公司的例子。例子的范圍從歐文跨越到馬自達北美運營,它決定把25%的招聘預算投到公主郵輪的互聯(lián)網(wǎng)招募服務，因為他們不想與競爭對手分享他們的雇用政策。</p><p>　　美國運通認為公司需要各種各樣不同的招聘策略，在線招聘只是其中一個。（http://www10.americanexpress.com/sif/cda/page/0,1641,1461,00.asp），有趣的是,網(wǎng)絡招聘的出現(xiàn)使收到的簡歷數(shù)量翻了三倍

73、。因此，在同一時間,提高了申請人質(zhì)量。公司做的也就是承認員工需要被鼓勵使用互聯(lián)網(wǎng)去招聘和任命新員工，因此獎勵那些通過互聯(lián)網(wǎng)給公司提供幫助的員工。</p><p>　　反應速度和申請者的增多:《勞動力》這篇文章主要突出的是，組織需要管理在線招聘帶來的招聘周期縮短，同時管理不斷增加的反應速度和因軟件、技術、專用資源的內(nèi)部能力提高帶來的申請者增多,例如美國運通。洛克希德?馬丁的技術服務集團在http://lmpeopl

74、e.external.lmco.com/careers/Careers.asp網(wǎng)站上已經(jīng)采取了有所不同的策略。它不僅提出一種內(nèi)部招聘員工的方法,它也開發(fā)了一種公司網(wǎng)站頁面，在相關部位與其他招聘會和招聘利益者鏈接，以招聘有關人員?！?lt;/p><p>　　網(wǎng)絡招聘管理的外包也是一種常用的做法。一個來自所有資源的忠告:“如果你不是在IT領域發(fā)展，應找一個多簡歷數(shù)據(jù)庫”。大量潛在的申請人需要被篩選, 在這系列中，這一問題

75、我也在以前的文章中提到過。很明顯,這更復雜一些，因為不僅僅是要找到適當?shù)能浖蚝Y選標準。</p><p>　　在線招聘:一個不同的過程嗎?某種程度上說，在這系列的文章我總認為招聘與篩選過程基本上沒有改變, 組織需要提高網(wǎng)絡技術或者管理其他影響因素。我把研究結(jié)果寫進這篇文章主要是為了鞏固這一觀點,但也強調(diào)一些重要的需要考慮的影響因素:高速信息因子,越來越多的外包、人力資源專家和員工培訓發(fā)展的需求,鼓勵他們適應在線招