人才流失或挖掘优势[文献翻译]

人才流失或挖掘优势[文献翻译] 本科毕业论文( 设计 领导形象设计圆作业设计ao工艺污水处理厂设计附属工程施工组织设计清扫机器人结构设计 ) 外文翻译 外文题目 Brain drain or tap the strengths 外文出处 University of Hong Kong Libraries, Hong Kong, People’s Republic of China 外文作者 Mei Wa Esther Woo 原文: Brain drain or tap the strengths Mei Wa Esther Woo Introduction Much discussion has been carried out among librarians about the importance of human resources in helping organizations to manage change. Many of us will be aware by now that “effective and strategically focused HRD [Human Resource Development] can play a major role in creating the necessary organizational readiness and receptiveness to change” (Smith, 2004). However, maintaining a change-friendly workforce is not an easy task especially when the quest for human resources has become a global challenge since the arrival of the knowledge economy. As one of the players in the information world, academic libraries must formulate strategies to help recruit quality staff for sustainable development. This article will examine how HRD can assist in the recruitment of academic librarians as well as the close relationship between these two essential components in Strategic Human Resource Management (SHRM), SHRM is “the implementation of human resources activities, policies, and practices to make the necessary ongoing changes to support or improve the agency’s operational and strategic objectives” (Pynes, 2004). The model is based on the belief that to be effective and able to adapt to changes quickly, agencies need realistic information on the capabilities and talents of their current staff—in essence, their human resources. In other words, the success of future organizations will much depend on how they can tap the talents and skills of their staff by means of a holistic and effective approach in recruiting, managing and growing people. With a view to exploring the recruitment problems encountered by many libraries, a literature review was conducted on the demand and supply of academic librarians since year 2000. The causes of the problems will be analyzed and categorized to facilitate identification of effective solutions. This will be followed by a discussion of the different approaches adopted by libraries to resolve hiring problems through developing library students, university graduates as well as internal candidates. Attention will be drawn to the factors that contribute to the success of those programs tried out in academic libraries. Issues of change in recruitment Change has become a word that we almost cannot live without. In the library literature written since 1990s, many authors have talked about the impact of change on libraries from different perspectives such as technology, society, economy, etc. As we will find out from the following analysis, recruitment problems of academic libraries are intertwined with many of the factors commonly depicted in our stories of change. Fluctuating demand and flat supply Recent data collected from the major job markets such as the US, Canada, Australia and the UK indicated that libraries are meeting recruitment challenges more than ever. One of the most discussed recruitment issues in the twenty-first century is the effect of the retirement waves of baby boomers. The majority of the world’s baby boomers were born in the countries mentioned above during the period 1946 to 1964. Constant efforts have been made by librarians and library associations to project the impact of retirements of this group of people (Schrader, 2005). According to relevant estimates, the greatest retirement wave in the US will occur between 2010-2020 at 45 percent (Davis, 2005). Recruitment of the next generation of librarians has therefore become one of the most pressing issues for regional or national library associations (ACRL,2004). Despite the increased awareness of the need for effective workforce development and succession planning initiatives among librarians (Hallam, 2006), not many libraries have a strategic plan to handle the impending retirements of their staff until the issue appears on the top of their agenda. Although there were also reports on downturn and shrinking of the job market (Berry, 2003a,b; Holt and Strock, 2005; Cullen and Kavanagh, 2006), many libraries are still desperately seeking suitable candidates to fill their vacancies. Despite the need for new blood, the job market in the US shows that entry-level jobs are rare, with roughly 11 percent were open to new librarians (Holt and Strock, 2005). This recruitment dilemma can be confirmed by the statistics of American Library Association Placement Center since 2000 (Figures 1 and 2). They reflect a trend of dwindling job openings till 2003 and a flat demand thereafter. On the supply side, the number of jobseekers has been relatively steady. The placement statistics as shown by the annual survey of the Library Journal， since 2000 indicate a relatively stable supply of academic library postings while their proportion in the overall job market is gradually shrinking (Table I). One of the worrying findings from a recent survey is that while graduates are not seeing LIS professionals retiring at high rates, the phenomenon of multiple duties has suggested that some organizations are being required to do more with fewer positions. (Maatta, 2006) In Australia, the market data indicate that employment levels for librarians do fluctuate, with figures for 2000 sitting at about 12,500, and then dropping in 2001-2002 to around 9,500. The figures then pick up again to the level of 13,000 in 2006. As in the US, the supply of new graduates has been quite steady with an annual average at around 700 (Hallam, 2006). The complex situation described above helps to explain the limited choice for employers in recent years. While great research libraries are also suffering from a small number of qualified applicants in their recruitment exercises (Berry, 2003a, b), we can imagine the difficulties encountered by small or remote libraries. In the 2008 US Government budget, library funding will be increased to US$226 million, representing an increase of US$15.5 million over the fiscal year 2006 (ALA, 2007). The additional investment on library services in this biggest job market for librarians may intensify the competition for human resources in the following years. With the globalization effect, we may need to watch out how the job markets of academic librarians will be affected by more robust development of the library sector in the USA. Evolving job nature and requirements Changing are not only the demography of librarians and the job openings. All of us have witnessed significant difference in the job nature and requirements of academic librarians in the last two decades. Since the 1990s, our collection focus has been gradually shifting from print to electronic resources. The rapid integration of library services with the Internet and information technology can be found in institutions of every developed or developing country. The works of library staff at various levels ranging from a shelver to a head librarian have been changing over these years. We are quite comfortable with the growing numbers of electronic-related positions that handle e-resources, computer equipment and systems (Beile and Adams, 2000). The amount of specialized positions is also on the rise such as subject specialists, special collections and rare books librarians (Berry, 2003b). More and more libraries are seeking for candidates in a new range of assignments like human resources, fundraising, facilities management, etc. The increasing involvement of librarians in other areas of academic-related activities has much expanded the breadth and depth of our assignments. It has become quite common for librarians to take up additional roles like a publisher, an educator, a researcher, an entrepreneur or a policy advocate (Neal.2006b). With no doubt, new positions and assignments translate into a novel set of qualities and competencies which further complicate our talent search. To ascertain the needs of library employers in the twenty-first century, both LIS practitioners and educators from around the world have spared no time in discussing in the skill set for the future professionals. Some conducted comprehensive surveys or studies on the issue by looking at both the professional and generic skills (Goulding et al., 1999; Fisher, 2004;Missingham, 2006; Nagata et al., 2006; Varalakshmi, 2006); some advocate that librarians should become generalists or more holistic in terms of skills and experience (Bechtel, 1994; Chu, 2006); some categorize the skills into core competencies such as strategic and business, management, thinking and learning, communication and interpersonal, information management, IT literacy, etc. with reference to the needs for individual positions (Abell and Oxbrow, 2001; Gorman and Corbitt, 2002); some expound on specific skills or qualities ranging from management to research and development (Cullen, 2004; Neal, 2006a); some suggest that employers are increasingly concerned about the soft skills such as interpersonal and communication skills, stress and time management, teamwork, etc. (Goulding et al., 1999; Singer et al., 2004; Varalakshmi, 2006). No matter how narrow or extensive the skill set required for a certain position, with a small pool of applicants, it is not easy if not impossible to match candidates who desirably fit in the requirements of employers. Some recruitment efforts therefore became futile while others had to be repeated or ended up with lowered requirements. To cope with the lack of qualified candidates for specialized positions, some libraries are filling professional positions with individuals who do not have the master’s degree in library science (Berry, 2003b; Neal, 2006b). Though the practice has stirred up some controversy among librarians, the trend seems to be irrevocable as long as there is no effective measure to increase the pool of employable candidates. Instead of focusing on what an individual has done or already knows, some critics argue that it is more important to look for people with the desired traits of future librarians like capacity to learn, ability to adapt to change, and willingness to innovate (Raschke, 2003). Whether personal traits could be viewed as a major selection criterion will be a matter of choice for individual libraries. Nevertheless, learning attitude will no doubt become an indispensable quality of librarians in an environment of constant change. How human resource development can help To expand the pool of potential candidates for future vacancies, many academic libraries have adopted some strategies commonly used in the corporate world. One of those tactics is incorporating Human Resource Development (HRD) efforts into recruitment programs. HRD can be broadly defined as “developing the work-related capacity of people; people working as individuals, in teams, and in organizations . . . providing people with the knowledge, understanding, skills, and training that enables them to perform effectively . . . encompasses staff development and training, continuing professional development/continuing professional education, and workplace learning” (Smith, 2003). More and more employers in the corporate world have embraced the concept that HRD can enhance staff employability, a process by which organizations provide tools and opportunities for professional growth while allowing employees to manage their own careers (Raschke, 2003). According to Wikipedia, “employability is about having the capability to gain initial employment, maintain employment and obtain new employment if required” (www.wikipedia.org, February 9, 2007).By means of HRD, some academic libraries are trying to nurture the employability of job seekers including LIS students, university graduates and serving staff. The philosophy is that with an uncertain future and changing market environment, it will be even more important to arouse the interests of those people and secure a pool of potential candidates. By examining related efforts for the different target groups, we can gain an insight into the relationship of recruitment and development of human resources. Recommendations Harvesting quality candidates from the employment market is a challenge no smaller than building our collections with limited funding in the era of information explosion. In fact, academic libraries can overcome recruitment challenges with the following development strategies that adopted by many institutions nowadays. Collaboration. Recruitment of academic librarians is a process that would involve multiple parties such as the libraries, candidates with or without MLS training，LIS schools, library associations, etc. To create a win-win situation for all the parties involved, collaboration is critical and possible in many areas. For instance, libraries should communicate their needs with LIS schools and join hands with the latter in curriculum development and course delivery. Cooperation in organizing placement and internship programs for MLS students will be another area that worth-pursuing. LIS schools and library associations can also provide valuable support to academic libraries and job seekers in publicizing recruitment exercises or compiling employment data. The deeper the collaboration, the more every party can benefit from the efforts. Personalization. Like servicing library users, we shall put more efforts in ascertaining the needs and wants of potential candidates. Recruitment strategies and related efforts have to be tailor-made by taking into account not just the goals and requirements of the employing libraries but also career motivations and professional interests of the target groups (Spring, 2006). In the end, successful recruitment is matching the wishful lists of an employer and a candidate. In the knowledge world that treasures people as the most valuable asset of an organization, a key role of the management is to create circumstances in which people can use their talents to the full. As librarians, what we need is to manage human resources with creativity and sincerity in the same way we manage our services and collections. 译文: 人才流失或挖掘优势 胡美华以斯帖 介绍 很多讨论已经被实施在图书管理员关于人力资源在帮助组织变革管理的重要性上。在我们当中，很多人都认为“有效、有战略的人力资源发展在创建有需要的组织中扮演一个重要的角色，并随着改变”(史密斯，2004)。然而，维持一个友好平衡的劳动力不是一个容易任务，尤其当追求人力资源已成为一个全面挑战赛模式以来抵达的知识经济。像在信息世界之一的播放机，学者图书馆必须制订战略帮来助招募的最高品质的员工的可持续发展。这篇文章会检查人力资源开发如何能在学者的招聘图书管理员上给予协助，以及在这些必要的元件在战略人力资源管理的密切关系(人力资源管理学会)，人力资源管理学会就是“人力资源的履行活动，政策，做法有了必要前的提高和改变，用来支持或改善机构的操作，战略目标”(pynes，2004)。该模型被基于信仰，去有效，能适应急速变化，机构需要他们当前员工有关于实际情报的才能和天赋——本质上，就是他们的人力资源。换句话说，未来组织机构的成功将多依靠他们如何运用技能人才,他们的工作人员,通过一个整体和有效的途径招聘,管理和成长的人。 以探索许多图书馆遇到的招聘问题，自2000以来，学术图书馆对文献进行了审查的需求和供给，对这些问题的原因进行 分析 定性数据统计分析pdf销售业绩分析模板建筑结构震害分析销售进度分析表京东商城竞争战略分析 和分类， 以便找到方便有效的解决办法。通过讨论，图书馆采用不同的方法通过发展图书馆学学生，大学毕业生，以及内部候选人来解决聘用问题。经过高校图书馆试用，他们的注意力将被吸引，有助于对这些方案的成功。 招聘中的变化问题 90年代以来，变化已成为一个词，我们几乎不能生活在没有文献的图书馆，许多作者从诸如科技、社会、经济等不同的观点，谈到变化对图书馆的影响，正如从下面的分析，我们会发现 ，高校图书馆的招聘问题 ，常与改变我们的故事描绘的很多因素 交织在一起。 变化的需求和单位供应 从美国，加拿大，澳大利亚和英国的就业市场主要收集的最新数据表明，图 书馆开会招聘比以往任何时候都具有挑战。对在二十一世纪讨论最多的问题之一是招聘的婴儿潮退休波的影响。世界的大多数婴儿潮出生在上述期间内提及1946至1964年的国家。他们不断努力作出了图书馆和图书馆协会对本项目的一群人退休的影响(施拉德，2005年)。据有关方面估计，45%美国最大的退休浪潮将在2010-2020年间发生(戴维斯，2005)。馆员的下一代招聘因此成为对区域或国家图书馆协会的最紧迫问题之一(ACRL，2004)。尽管需要对有效的人力发展和图书馆之间的继任 计划 项目进度计划表范例计划下载计划下载计划下载课程教学计划下载 举措提高认识(哈勒姆，2006年)，许多图书馆都没有一个战略计划，以处理其工作人员即将退休，直到问题上出现的议程居于首位。 虽然也有下滑的 报告 软件系统测试报告下载sgs报告如何下载关于路面塌陷情况报告535n,sgs报告怎么下载竣工报告下载 和就业市场的萎缩(贝里，2003年，B组;霍尔特与抚摩，2005; Cullen和卡瓦纳，2006年)，许多图书馆仍然拼命地寻找合适的人选来填补空缺。尽管对新血的需要，在美国就业市场表明，入门级的职位是罕见的，大约有百分之十一，开放予新的图书馆(霍尔特与抚摩，2005年)。本次招募的困境可以证实了美国图书馆协会就业中心自2000年以来的统计(图1，图2)。它们反映了到2003年的就业机会日益减少的趋势，一个单位的需求其后。在供应方面，对求职者人数一直相对稳定。安置所图书馆杂志自2000年以来的年度调查结果和统计数据表明，高校图书馆张贴相对稳定的供应，而其在整体就业市场的比重正逐渐萎缩(见表一)。从最近的一项调查发现令人担忧的之一是，虽然毕业生没有看到高利率的LIS专业人士退休，多职务的现象表明，一些组织被要求更少的位置。(Maatta，2006年)。 在澳大利亚，市场数据表明，就业水平馆员的波动，与2000年的数字约为12,500，然后在2001-2002年下降到约9500。这些数字，然后回升到2006年13000的水平。正如在美国，新毕业生的供应已相当稳定，每年平均约700(哈勒姆，2006)。上述复杂的局势有助于解释近年来雇主选择有限的问题。虽然伟大的研究型图书馆也从合格的申请人中招聘少量的苦难，我们可以想像小型或远程库遇到的困难(贝里，2003年a，b)。 在2008年美国政府预算中，图书馆的资金将增加2.26亿美元，较2006美国增加了财政年度1550万美元(助理法律顾问，2007年)。在以后的几年，对图书馆服务，在这个最大的就业市场增加投资可能会加剧对人力资源的竞争。 随着全球化的影响，我们可能需要注意，学术馆员的就业市场将如何影响美国图书馆界的蓬勃发展。 不断发展的工作性质和要求 改变的不仅是图书馆员的职位空缺及人口。我们大家都目睹了过去二十年中的工作性质和学术图书馆员的要求有着显着差异。 90年代以来，我们收集的重点已逐渐从印刷转向电子资源。可以发现在每一个发达或发展中国家的机构，都有与互联网和信息技术的快速整合的图书馆服务。从图书管理员到图书馆馆长各级图书馆工作人员的作品中可以看出，这些年都在不断改变。我们很舒服与电子有关的立场处理电子资源，计算机设备和系统的人数不断增加(Beile和亚当斯，2000年)。专门的职位数量也如学科专家，善本特藏和图书馆的上升(贝里，2003年b)。越来越多的图书馆正在寻求一个像人力资源、筹资、设施管理等在学术有关的活动，越来越多地参与其他领域的图书馆员的新任务范围已经扩大了。很多我们的任务是寻找有广度和深度的候选人，这已经成为一种常见的形式。馆员承担更多的作用就像一个出版商、教育家、研究员、企业家或政策主张(奥尼尔，2006年b)。 无疑地，新定位和任务转化为素质和能力的进一步复杂化的人才搜索，以确定在二十一世纪图书馆的雇主的需要，图书情报工作者和教育工作者都从世界各地不遗余力地为将来的专业技能设置讨论时间。有些进行全面调查或研究的问题，都通过一般的专业技能(高尔丁等人，1999年;。费舍尔，2004年; Missingham，2006;。永田等，2006; Varalakshmi，2006年)，有的主张馆员应成为通才或更多技能和经验方面的整体(Bechtel公司，1994年;楚，2006年);一些分类，如战略和业务，管理能力为核心的技能，思考和学习，沟通和人际关系，信息管理，资讯科技知识，以供参考(阿贝尔和Oxbrow，2001年;戈曼和科比特，2002年); 从管理的研究和开发考虑，个别职位需要特殊技能或一些品质，(;尼尔，2006年卡伦，2004);雇主越来越关注阐述一些建议，如人际沟通技巧，压力和时间管理，团队协作等软技能方面(古尔丁等，1999;。。辛格等人，2004; Varalakshmi，2006)。 不管如何缩小，广泛的技能需要一定的地位的申请人，是不容易的，如果不是不可能的匹配候选人，谁刻意在适应雇主的要求。因此，一些招聘和努力成 为徒劳，而其他国家不得不重复或结束时降低要求。为了配合专门的缺乏职位的合格候选人，一些图书馆正在填补与个人专业技术职务相关的图书馆学学位(贝里，2003年b;奥尼尔，2006年b)。虽然这种做法已经引起了一些图书馆之间的争议，但这一趋势似乎是不可撤销的，因为只要没有有效的措施，就难以增加就业人选。而不是只关注个人已做或已经知道，一些批评者认为，更重要的是寻求有能力的前途，如图书馆所需特征的人才学习，适应变化的能力，并愿意创新(Raschke，2003 )。无论是个人特质，可以作为一个主要的选择 标准 excel标准偏差excel标准偏差函数exl标准差函数国标检验抽样标准表免费下载红头文件格式标准下载 将被视为对个别图书馆的选择问题。然而，在不断变化的环境中学习态度无疑将成为图书馆不可缺少的素质。 怎样可以帮助人力资源开发 为了扩大未来潜在人选空缺，很多高校图书馆都采用世界上普遍使用的一些企业的战略。这些手法之一是招聘方案纳入人力资源开发(HRD)的努力。人力资源开发大致可界定为“发展人的工作有关的能力，人们在团队中工作的个人能力，以及在组织中提供的知识、理解、技能和培训，使它们能够有效履行人民职责，包括工作人员发展和培训，持续专业发展，持续专业教育、学习和工作场所”(史密斯，2003)。在企业界越来越多的雇主已经接受的概念，即人力资源开发可以提高员工的就业能力。组织提供专业成长的工具和机会，同时让员工管理自己的职业生涯(Raschke，2003)。根据维基百科，“如果需要的话，就业是关于有能力获得初步就业，保持就业机会和获得新的就业的过程”。 通过人力资源开发手段，一些学术图书馆正在试图培育的求职者，包括图书情报学的学生，大学毕业生和在职人员的就业能力。哲学是一个不确定的未来，随着市场环境的不断变化，更重要的是引起这些潜在候选人的利益和安全。通过检查不同目标组别的共同努力，并进行探讨，我们能够获得对招聘的关系和人力资源发展的重要信息。 建议 在信息爆炸的时代，有限的资金，规模较小的集合这样的环境中，没有比从就业市场收获一个质量候选人更具有挑战。事实上，高校图书馆可以克服以下发展战略，通过与许多招聘机构协作。学术图书馆招聘是一个过程，将涉及诸如图书馆多方，候选人有或没有大联盟的训练，LIS的学校，图书馆协会等，以创造 为所有有关各方双赢的情况，在许多领域合作是至关重要的和可能的。例如，图书馆应与LIS的学校沟通他们的需要和加入课程发展和课程交付后者手中。与大联盟合作举办学生就业及实习计划将是另一个领域，值得追求。 LIS的学校和图书馆协会也可以提供宝贵的支持，学术图书馆和宣传招聘或求职者的就业数据编制。越深的合作，努力个性化，使每方都可以从中获得很多的收益。跟图书馆用户提供服务一样，我们应当在确定需要的情况下，付出更多的努力寻找潜在候选人。招聘战略和相关努力必须度身订造，不只是考虑目标和要求，而且还要考虑图书馆事业和目标群体的专业利益。最后，成功的招聘是雇主和配套候选人名单的一厢情愿。 在知识的世界，作为一个组织最宝贵的资产和财富就是人才，一个是管理的关键作用是创造环境，使人们可以利用他们的人才充分发挥作用。作为图书馆员，我们需要的是管理与创造力，、以及我们以同样的方式管理我们的服务内容和馆藏诚意的人力资源。