1、中文 2500 字 毕业论文（设计）外文资料及译文 题 目： 学 生 姓 名： 指 导 教 师： 系 别： 专业 、班级： 人力资源管理 完 成 时 间： 1 Learning and development: A strategic human resource development plan Introduction This Human Resource Development (HRD) Plan provides for a strategic approach to learning and development within AFMA. It provides a frame
2、work for the ide ntification of corporate skill needs, both current and for the future, and for the identification and incorporation of the learning needs of individuals. The ultimate aim and vision is a workforce that has the skills and knowledge to undertake the tasks re quired of staff, and a wor
3、kforce that is eager to learn new skills in order to be able to meet future challenges. In other words, AFMA aims to become a learning organization. The 2000 Certified Agreement sets out AFMAs purpose and the principles when dealing with staff. The relevant principles are to: attract and retain, dev
4、elop and manage quality employees maintain flexibility in balancing work and family commitments meet diverse client needs be accepting of change give value for money within a cost recovery environment and within budgetary constraints be an effective and efficient organization foster and be committed
5、 to two way communication A strategic HRD Plan will assist AFMA in achieving its purpose and pursuing its objectives as an organization - an organization that must demonstrate its value to government and industry, and ensure that the above values and principles are adhered to. HRD cannot achieve the
6、 principles by itself or in isolation from other human resource practices and policies - it is one of the foundations that an organization is built upon and not the only foundation. It must support AFMAs Corporate and Annual Operational Plans, be consistent with the Human Resources Plan and become a
7、n integral part of AFMAs business environment. This requires a commitment from all staff for it to be effective, a commitment to identify areas requiring development and a commitment to action in order to address these identified needs. The Plan must recognize and align with diversity management pri
8、nciples. These principles, which include equal employment opportunity, are further developed and explained in AFMAs Diversity Management Plan. It must also provide a background 2 whereby staff who are less than fully effective can be supported in addressing the a reas identified as requiring develop
9、ment. Legislatively, the Fisheries Administration Act 1991 also requires AFMA to develop and implement a Human Resource Development Plan. What is HRD? HRD goes beyond the traditional concepts of training and development through coursework. It should look at the methods that are most appropriate for
10、achieving the desired learning and encompasses and includes, but is not limited to, on-the-job training, placements, rotations, research, seminars, mentoring, coaching and study. Indeed, without this broader framework, most training ends up as wasted money. A traditional training course is not alway
11、s the most appropriate method of learning and it is often the case that the potential learning that the staff member is supposed to have gained are quickly lost due to a lack of follow up or the opportunity to practice the learning and cement the knowledge transfer. Managers must provide staff with
12、the opportunities to practice and discuss what they have learnt. The follow up to learning requires both managers and staff to plan how this will be undertaken - forward planning ensures that no-one is forgotten. Although important in all organizations, it is especially true in a small organization
13、where repeat training is not financially feasible. Managers, therefore, must identify the most appropriate method of learning. This may range from the use of traditional training courses to internal discussions or seminars, from rotational opportunities and mentoring to including junior/new staff so
14、 that they can observe more experienced staff at meetings. Not all learning methods cost money - sometimes it only requires lateral thinking and an expenditure of effort and minor inconvenience. Further study is an important component of a learning organizations repertoire. AFMA is committed to supp
15、orting staff in their desire to undertake appropriate studies and has a separate study policy to address this issue. AFMA has a commercially-oriented work environment requiring staff who are client focused and outcome-oriented, able to respond quickly to unforeseen changes, and able to develop optio
16、ns for action through negotiation, liaison, and skilful communication as well as recourse to regulation: AFMA is an organization in which staff need to be multi-skilled, flexible, adaptable, innovative and able to think laterally. Staff need to take an active and leading role in developing policies, management and administrative arrangements which ensure the pursuit of AFMAs objectives the operational context requires empathy with stakeholders across many arenas - environmental, social, political, scientific and industry.
