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Category Archives: 公共服務機 info

Interview Tips for Library Jobs

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Source: Librarysupportstaff.com

Interviewing  for the job
It is important when seeking jobs and going for interviews, that you appear confident, well spoken, and 
are able to articulate your skills, experience and ability to handle the job you are interviewing for.
In today’s tough job market – the people who win out for the job, may very well be – those who master the
art of the interview. You might have terrific skills, you may be a wonderful fit for the employer – but if you don’t 
demonstrate or display confidence in these facts, the interviewer will never know and may decide on someone less qualified, but who is a better communicator, and savvy about the job being offered.
Do your homework before going to an interview, get to know as much as you can about the workplace you want to be employed by. If it’s a University Library, a Public Library – visit it in person. If it is a corporate or other special type library, find out about the business it is associated with – what they do, what they sell, manufacture,etc. If it is within your public schools, find out about the school system – visit websites (many public schools have websites, and also have pages for their Libraries). Many businesses, most universities, etc – have a website presence, find the sites and visit them online.
Job Interview Resources:
Job Interviewing tips
Interview Success PlanSM
Getting Started
The Interview Success PlanSM is a step-by-step plan
that helps you:
Identify the  requirements of the job that you’re
interviewing for. 
Review interview questions and identify the question
you’ll most likely be asked. 
Build a series of practice job interviews 
Develop answers for both expected and unexpected
interview questions 
Highlights the keys to interview success. 
8 MYTHS ABOUT JOB HUNTING
Bernard Haldane Associates
Excerpt quoted directly from web page:
by Priscilla Klob, Trinity University
[reprinted by permission from NMRT Footnotes, v.26, no.2, January 1997]
Whew! You’ve written an outstanding cover letter and resume. A search committee has read hundreds of resumes, debated countless hours, and the librarians have now narrowed the pool to their top three picks. Congratulations! You’re one of them. What happens now, when you’ve survived the first severe cut and are one of the few candidates invited for a personal interview? Face-to-face or telephone interviews can be the most intimidating part of the job search process. You are no longer just a piece of paper; you must impress your interviewers, and potential co-workers, with your competence and personality. Here are a few suggestions for surviving, and perhaps even enjoying, your next job interview: 
Read complete article online at:
SLA artcle online
Excerpt quoted directly from web page
By Margaret B. Hentz
(reprinted with permission from SLA CapLits, Summer 1997, Vol. 13.1, pp. 23-24)
The goal of a job interview is to sell yourself. Many of the same questions are asked by interviewers time after time. Therefore, the best way to sell yourself and have a successful interview, is to prepare answers that are honest and tell the interviewer what they need to hear. The good interviewers know which questions to ask to find out not only about the applicant’s skills, but also about how the applicant thinks and how committed she/he is to getting the job done. Here are some of the questions and some possible responses given by Raymond P. Harrison, a vice president in the Philadelphia office of Drake Beam Morin Inc., an international consulting firm. 
Read complete article online
 
HOW TO Apply for a Library Job
If you’re new to the profession or haven’t searched for a library position in awhile, this guide is designed for you. It contains some checklists, guidelines, tips and tricks for how to get a library job.
Books
 Fire Up Your Communication Skills 
by Captain Bob, Captain Bob Smith 
Paperback: 315 pages Publisher:  Pub; (October 1997) 
ISBN: 0965762068 


101+ Commonly Asked Interview Questions
Quoted directly from website page:
These interview questions are taken from sheets I picked up at an Illinois Library Association conference session. And a few others which I’ve heard about. They are in no particular order. 
LibRef -L discusssion list posting:
Questions for " interviewee"



 Articles of interest
Excerpt quoted from article
What Your Words Say About You
by Thad Peterson
Monster Staff Writer
If you were under the impression that cramming for the SATs was the last
time you’d ever have to worry about vocabulary, you’re mistaken. In
interviews, your vocabulary is often viewed as related to your level of
education and general aptitude.
Whether you’re applying for your first post-college job
or trying to break into the executive ranks , it may be your vocabulary
— the subject you first encountered somewhere back around third grade —
that seals your fate.
Why Vocabulary Matters
“I think it’s one of the major reasons why an individual gets hired or not,"
says Tom Defillipo, a 15-year veteran of a recruiting business that places
IT candidates. “Very often, clients will ask us to qualify people on their
ability to communicate verbally."
Read complete story
You Are What You Say
by Carole Martin
 
Want the Job? Learn the Lingo  Make the First Impression a Good One
(from ABC news)
University of Calif. Santa Barbara
Interview Tips
Vocabulary and Grammar Skills Part II
Idioms (*from an English as a second language website – but still useful)
Phone Interview Etiquette Can Propel You
to the Next Step in the Hiring Process
by Maureen Crawford Hentz
And to make sure you understand “Library" vocabulary – 
be sure to consult the:
ODLIS: Online Dictionary of
Library and Information Science
Other useful resources
Information Technology – Dictionary
Webopedia
The only online dictionary and search engine you need for computer and
Internet technology.
Glossary of Internet Terms
Vocabulary Power


Job Interview Skills
The Secrets of Interview Success
Excerpt quoted from website:
As a candidate you should be able to express yourself with clarity and
precision. To do this you must make adequate preparation, anticipating
likely questions and rehearsing your responses. Your answers should appear
spontaneous. At the same time, you should come across as thoughtful,
articulate and coherent. So preparation is essential.
During the interview you should speak confidently, making sure to support
your answers with relevant examples from your work experience. It is up to
you during the course of the interview to acquaint the interviewer with
whatever information you consider to be important in advancing
your claims to the job on offer.
Always relate your answers to the job for which you are applying. This is
particularly important in the case of candidates who are faced with the sort
of indirect questions favoured by many interviewers. For example, the
interviewer may ask you to describe your current job. This is an indirect
way of asking you to what extent your present skills and experience relate
to the job for which you are applying.
Always present a positive face. Having studied your application form,
interviewers will have identified the weaker aspects of your case. So it is
in your own best interests to examine your application critically with a
view to identifying any significant weaknesses or negative aspects. Prepare
positive and convincing explanations of any shortcomings;
and emphasise what you have done or are doing to rectify matters.
Since interviewers are looking for candidates who display a positive
attitude, you should state and supply evidence that you enjoy your job; that
you are enthusiastic and ambitious; and that you welcome challenge.
It is important to tell the truth in interviews. However, try to present the
facts as persuasively as you can. So examine and assess your own case and
tailor the facts to create the best and most positive impression.
It is essential to develop a rapport with the interviewer right from the
start. If you can give the impression that you have a lot in common with the
interviewer and if he or takes a liking to you, you will greatly improve
your chances of success.
Interviewers usually place a greater emphasis on practical experience than
on paper qualifications, so it is up to you to convince them that your
experience qualifies you for the job on offer. This will involve using your
experience as evidence to support statements that you make in answers to
questions.
From ‘Four Minutes to Job Interview Success’
published by Assignments Plus Business Publications
How to Master the Art of Interviewing
Guide to Job Interviewing Resources
Essential job interviewing tools and resources for all job-seekers.
Interviews & Resumes
Interview Resources


Book Suggestions:
Fearless Interviewing: How to Win the Job by Communicating with Confidence
Marky Stein | ISBN: 0071408843 | c. 2003
Knock Em Dead 2004: Great Answers to Over 200 tough Interview Questions – 
Plus the Latest Job Search Strategies
Martin Yate | ISBN: 1580629385 | Available late fall 2003
Kick off Your Career: Write a Winning Resume, Ace Your Interview, Negotiate a Great Salary
Kate Wendleton  |  ISBN: 156414643X  | c. 2002


Online skills forms/tutorials/worksheets
Body Language & Personal Space
Different articles – for on the job or job hunting
Resume writing
Prepare for career tests
See more on “Personality & Career Interest Tests"
 

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MEETING THE NONPROFIT: TEN INTERVIEWING TIPS

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MEETING THE NONPROFIT: TEN INTERVIEWING TIPS

by Commongood Careers

The job interview can be a stressful experience if you’re not prepared. Interviewing in the nonprofit sector is no exception – especially as every organization has its own unique mission, culture, and expectations. That’s why the staff at Commongood Careers has compiled their expert advice to help you put your best foot forward when interviewing with a nonprofit organization.

Tip #1: Connect with the Mission
Gone are the days when just wanting to “do good," “give back," and “have a positive impact" were acceptable reasons to pursue work in the nonprofit sector. Today, hiring managers value true commitment; candidates need prove their individual connection to the organizational mission with specificity and demonstrated action. Think about the real reason you are applying to the position and be thoughtful about communicating that. Describing volunteer work or board affiliations can be a great way of illustrating your commitment to a mission.

Tip #2: Do Your Homework and Prepare Questions
Many hiring managers base a great deal of their decision-making on the questions a candidate asks during the interview. Come prepared with questions for each of the interviewers with whom you will be meeting. Make sure the questions are ones that will demonstrate the research you have done on the organization/field and showcase your critical thinking skills. “What is your budget?" is a question that a good candidate would already know the answer to after having done some simple on-line research. A question such as “I recently read that the state is considering cutting its funding for after-school programs. How is your organization prepared to handle this development?" shows that you are up-to-date on developments in the field and have made the connection between something you read and the potential impact on this particular organization.

Tip #3: Practice Responses Ahead of Time
Hiring managers are smart and savvy people who are trying to uncover every stone. If you are currently employed, they will likely ask why you are interested in leaving your current position. If you are not currently employed, they will likely ask you why you left your last position and what you have been doing since leaving. If you are switching careers or sectors, they will likely ask you about this decision and your motivations. Think ahead about what questions the interviewer(s) might ask you about your career progression, gaps in your resume, and other experiences. Be prepared to answer these questions in a manner that is honest, positive, and forward-looking. Put yourselves in the interviewer’s shoes and decide whether your planned responses would seem logical and plausible.

Tip #4: Inquire About the Interview Structure
Every nonprofit organization will structure their interview processes differently. It is important to get a sense ahead of time about how the interview will work: with whom you will be meeting, how the interview will be structured (one-on-one, panel, case, etc.), and approximately how long it will last. Arrive early, making sure you know exactly where to go and planning enough travel time. Remember that you never know who you are talking to when you arrive; the person behind the reception desk could be the Executive Director or another important decision-maker.

Tip #5: Dress to Impress
There is a wide variety of dress codes among nonprofit organizations, ranging from jeans to suits. For any interview, unless specifically told otherwise, it is best to dress professionally in a tailored suit or professional separates; it is better to over-dress than to under-dress. Keep everything subtle: perfume/cologne, clothing, makeup, and accessories. If time permits, go to the restroom upon arrival to ensure that you look presentable. If part of the interview includes visiting the program site, for example, you may ask an organizational representative prior to the interview what would be appropriate attire.

Tip #6: Bring the Goods
Bring at least 2 copies of your resume and cover letter, a list of references, and 2 – 3 work or writing samples. You never know what the interviewer will request. Also, having work samples available can be a good visual to demonstrate your competency in certain areas.

Tip #7: Sell Yourself
Know exactly why you want this specific position and exactly why you want to work at this specific organization. Be able to outline clearly and concisely the skills, experience, and value that you will bring to the position.

Tip #8: Illustrate a Can-Do Attitude
While hard skills are very important to nonprofit hiring managers, personality and culture fit are equally, if not more, important. Being positive, smart, articulate, energetic, thoughtful, flexible, and passionate are crucial characteristics in most nonprofit environments, so maintain your confidence and positive attitude. Job searching is difficult but no one wants to hire someone who seems unenthusiastic, demoralized, or defeated. Remember that body language is an important technique for communicating interest and engagement.

Tip #9: Be Discreet About Past Employers
The nonprofit environment is small and close-knit. It is likely that the person with whom you are interviewing knows one or more of your previous employers or organizations. Be prepared to give thoughtful and professional answers if an interviewer asks you about your experience with a certain person or organization. No one will want to hire someone who criticizes or gossips about former employers, as they will expect that you will do the same to them or their organization.

Tip #10: Highlight Your Flexibility
Nonprofit hiring managers are very busy and unexpected situations arise frequently. Your reaction to unexpected circumstances will say a lot about how you might handle such circumstances if employed at the organization. At the same time, you want to make sure that you are being treated professionally. If it looks like an interview isn’t actually going to happen, or if the hiring manager seems too distracted to have an effective interview, offer to come back at a more convenient time.

Finally: Remember to Follow-up
Just as many hiring managers decide not to proceed with a candidate because of typos in a cover letter, they also may not proceed with your candidacy if you do not send a thank you note after your interview; this is viewed as a professional courtesy as well as an example of your ability to identify and execute effective follow-up. While hand-written notes are still ideal, email thank-yous have become generally acceptable.


This article was written by Commongood Careers and is published under a Creative Commons Attribution-NonCommerical-NoDerivs 2.5 License.

For more information about nonprofit and socially entrepreneurial careers, visit Commongood Careers at http://www.cgcareers.org. 


Source : http://www.execsearches.com/non-profit-jobs/non-profit-jobs-candidates-articles/Meeting-the-Nonprofit-Ten-Interviewing-Tips.asp

 

在公共服務機構推行有效的人力資源管理策略

>力橋管理諮詢 第1頁
原文載於<社聯季刊>第一五七期,二零零一年夏。第16-20 頁。香港社會服務聯會。

在公共服務機構推行有效的人力資源管理策略

近年來,愈來愈多人關注「人力資源管理」這個課題,無論公營或私營企業都趨向於投放更多資源和時間在這方面的工作。它們的目的基本上是要履行一個良好僱主的義務,恰當地管理員工,重視他們的利益和提供發展的機會。另一方面,它們亦希望透過優質的人力資源管理,尋求機構內各同事對工作的承擔,盡力為僱主服務。

事實上,恆久以來所有負責任的僱主均重視上述的原則,致力與員工發展和諧的工作關係,從而達致高生產,高效益的局面。在面對今天瞬息萬變的社會,各機構的顧客或服務對象的需要也必然地轉變得又多又快。這種壓力凸顯了各機構前所未有,空前巨大的挑戰,驅使他們尋求更佳的方法去管理員工,盡量發揮他們的潛能,以求更大的靈活性和效率。另一方面,現今社會資訊發達,人們很容易地便能得到豐富的資料,把各機構的產品和服務作出比較。一旦有不稱心的地方,他們便會離棄原來的產品或服務提供者。故此,各機構不得不作出反應,透過良好的人力資源管理,創造一套重視工作表現,提升顧客服務的工作文化。

一. 甚麼是人力資源管理
要了解為甚麼人力資源管理能擔當這個重要的任務,首先必需要明瞭它的涵義和目標。雖然各公營、私營機構分別為它作出不盡相同的定義,不過實質的意義和方向卻是一致的。一般來說,人力資源管理是指「一個有計劃、有系統地管理員工工作表現的方法。它的目的是要創造一套開明、靈活和關懷僱員的管理模式,使他們備受激勵,獲取發展的機會。更重要的是讓員工們願意及有能力發揮所長,成就機構的理想。」毫無疑問,和所有其他不同背景、性質和界別的機構一樣,大部份公共服務機構深切明白到它們若要實現理想,達到目標的話,完全有賴員工的努力和貢獻。因此一套能夠提供清晰方向,讓員工確切明瞭機構對他們的期望和評價工作表現標準的管理方法便顯得更為重要。正因如此,這些機構也不甘後人,不遺餘力地推行人力資源管理。

二. 「人力資源管理」和傳統的「人事管理」的異同
雖然「人力資源管理」這個名稱已經被廣泛應用,很多機構亦紛紛將它們的「人事部」易名為「人力資源部」。究其原委,可能很多人仍不知其所以然,弄不清楚來龍去脈,更不知道兩者的分別。事實上,在機構內設立專責部門,處理人事管理事宜這個做法由來已久。只不過傳統的人事工作較為被動,大多被視為支援性質,往往只流於執行其他業務部門的指令,協助招聘,人手調配,考勤紀錄等行政工作。顯而易見,這個定位已不能滿足各機構於今天面對日益增加的挑戰和衝擊所需。在思維上,它們轉而視員工為重要資產。在實務工作方面,則專注於制訂以機構業務指標和策略為依歸的人力資源政策。這方面的成果就是協助引領機構順應潮流,推行社會或市場所需的變革,為該等機構重新塑造一套文化,繼續滿足服務對象不斷轉變的要求。簡單地說,今天的「人力資源管理」是具前瞻、重策略、主動和富彈性的一套工作模式。正因如此,過往行之已久的一套上行下效,由管理層發號施令,員工執行指令的做事方法已不合時宜。管理人員有需要與下屬發展伙伴關係,讓他們亦有機會參予重要的決策,視機
構的成敗為己任。

三. 人力資源管理的責任誰屬?
總括來說,今天的人力資源管理強調有效管理員工而非執行規則、條例。這個出發點清楚地啟示了責任誰屬。一方面,除了各機構設立的人力資源部門仍肩負一般專職的工作如制訂人力資源管理策略、招聘、績效管理、員工調配及升遷、管理層接班計劃,人力策劃和員工福利等工作外,其他所有的管理人員則有義務和下屬發展密切和積極的工作關係,協助他們盡展所長,發揮工作效率,從而承擔更大的員工管理責任。因此這裏雖然提及兩個層次的人力資源管理工作,實際上若要體現這種精神,有效地推行工作的話,機構內的每一位管理人員均責無旁貸。

四. 公共服務機構在人力資源管理上的困難
由於公共服務機構的組織,財政來源,業務性質以及編制均有別於私營企業,在推展人力資源管理工作時自然要顧及其特性。事實上,大部份公共服務機構都是非牟利的,日常營運經費有賴香港政府、香港賽馬會、公益金...等撥款支持。它們的編制、薪津、賞罰制度等一般都與公營部門相似,靈活性普遍較私人機構為低,管理文化亦當然地受到一定的影響。單就這個基本的因素而言,無論是機構內專職人事或各管理人員這兩個層次的人力資源管理工作都往往會遇到下列的困難:

(一) 缺乏專業人力資源管理人才
正如大部份的政府部門一樣,公共服務機構的人手編制極少會設立專業的人力資源管理工作崗位,機構內的人事組往往由其他專業服務職系的同事兼任。雖然很多機構深切明白到這個中樞部門的重要性,在面對重大挑戰的今天,它們都需要專業的人才為機構制定具前瞻性的人力
資源管理策略及領導同工們創造以顧客為尊和加強問責性的服務文化。奈何資源匱乏,不容易向外延攬人才。就是一些稍具彈性的機構輕易亦不會創設新崗位來取代原來專業服務的工作職位。原因非常顯淺,各機構所面對的工作量與日俱增,人手本已形緊黜,再加上「資源增值」
的壓力,大家都不敢輕言放棄既有的服務資源。此外,雖然大部份的機構都相信假如能夠做好人力資源的「基建」工作,長遠而言必定會提高工作效率,節省資源。不過從現實考慮,在
未有太多經驗的情況下加強人力資源管理工作,完全就是一個增加的工作項目,起碼在初期的時間有需要增加資源以應付即時上升的工作量。

(二) 賞罰不清,難以建立以工作表現主導的機構文化
一直以來,公共服務機構以至公營部門都面對缺乏具吸引力的獎賞以激勵員工的困難,在善用資源及向社會負責這些大前提下,服務機構實在不容易提供實質的誘因以提升員工效率。這個現象基本上就與人力資源管理的宗旨-「重視工作表現,激勵員工,讓他們願意及有能力發揮所長」相違背。既然多勞並非多得,多做工作反而干冒增加出錯機會的風險,為求明哲保身,很容易便會受到「多做多錯,少做少錯,不做不錯」這種價值觀感染。另一個常見的現象就是上司面對表現差劣的下屬時,缺乏有效的管理工具把情況糾正過來。一般而言,管理人員在遇到這種情況時需要做很多額外的工作才能把問題解決。例如書寫報告,回應紀律小組的提問等。在正常沈重的工作以外再增加負擔,猶如百上加斤,再者整個過程需時甚長。在該表現差劣員工被請離工作崗位之前,仍需日夕相見,徒增尷尬。在權衡利害之後,很多人都會選擇「息事寧人」、「視而不見」的做法。如此一來,原本屬於該表現有問題員工的工作便往往要由其他同事分擔。後果清楚不過-表現不佳可以減少工作,表現良好反而需要受罰,工作量增加。

(三) 專業服務掛帥,忽略基本員工管理責任
受組織架構和編制的影響,差不多所有公共服務機構的管理人員都是幹鍊的專業人員。他們過往所接受的訓練大多與其專業服務有關。他們在出任管理工作崗位之前絕大部份只專注於其本業,亦往往因為在本身專業服務的成績被肯定,才獲晉升至管理崗位。有一些管理人員在轉
職後並沒有改變過去的工作模式,仍只專注於專業服務,原因是他們無論在意識或技巧上仍未準備充足。首先,「人事管理」一向以來均理所當然地被視為機構內「人事組」的工作,大部份人均潛意識地重專業,輕管理,忽略了他們應盡的責任。亦有一些人在執掌管理崗位之後,雖具雄圖大志,致力做好新工作,往往由於經驗不足,技巧亦未成熟,時間雖多花在管理員工事宜上,效果卻強差人意。到頭來,專業、管理兩面不討好,令人沮喪。

(四) 員工質疑背後動機,對改革抱不信任態度
眾所周知,近年發生在公共服務界的轉變既多又快,令人眼花撩
亂。而且某些革新的政策對界別內的同工影響深遠,他們對某些新措施
亦頗有意見。在變革的火熱勢頭當中,很多機構推出改良的人力資源管
理政策,原意是要注入一道清熱劑,令員工更易適應變化和工作得更順
暢。可惜在推行之前與員工溝通不足,又或者草率實施新猶,急就張地
實行計劃,往往是被員工視為另一負面的改變,甚或懷疑其背後的動機
是否侵害了員方的利益。一旦員工採取不合作態度的話,期望新政策能
取得的成效很自然地便會落空。近年來屢見不鮮的例子是某些機構抱著
良好的動機,推行改善了的「績效管理」。原意是讓員工得以更公平及
透明地評核下屬或被評核,更尊重他們個人事業發展的意願和正視他們
對培訓的需要。可是因為咨詢不足或員工誤解真正的意義而令到新政策
的推行事倍功半。故此在推行新政策時應該以此為鑑,永遠要準備充
足,計劃完善,小心行事。
五. 對症下藥,在公共服務機構制訂有效的人力資源管理政策
根據上述所提及的特點和困難,各機構在制訂及推行人力資源管理政策
時不妨參考下列各點:
力橋管理諮詢 第8頁
(一) 正如上文所述,人力資源管理是所有管理人員的責任。公共服
務機構內的高層主管應以身作則,為其他同事樹立一個好榜樣。
再者,相對於私營機構,大部份公共服務機構的員工的主動性較
低,對上司的服從性則明顯較高。因此如果能從最高層開展工作,
再由他們向中層管理人員推廣的話,成效自當大大提高。
(二) 公共服務機構的另一個特點是比私營機構處事謹慎,計劃周
詳,令推行政策時更有所依據。針對這個特性,各機構可考慮由
所有最高層主管同事共同制訂中長期的人力資源管理策略。如此
一來既可符合剛提及的「由上而下」推廣方式,又可以全面照顧
機構內各方面的需要,兼收並容,更重要的是能夠即時將責任交
托予所有管理人員。而他們亦會對完成後的一套人力資源策略更
有歸屬感,令計劃成功的機會大大提高。
在制訂人力資源策略時,最重要的原則是要由機構的「理想」
和價值觀開始,繼而從「業務或服務策略」中找尋啟示,找出機
構面對發展時會遇到的挑戰和衝擊。然後仔細研究這些挑戰在人
力資源方面所帶來的影響。除了集中在與機構發展有關,未來將
會遇到的人力資源管理問題外,同時也需要兼顧一些存在已久的
其他問題,一併檢討,嘗試擬訂解決方案,分門別類地詳列在不
力橋管理諮詢 第9頁
同的人力資源管理項目內,並計劃好推行的時間表。這份文件也
就順理成章地成為機構的人力資源管理藍圖。管理層同事在將來
推行計劃時應該不時檢討和修訂。以上所述方法請參考下圖:
舉例來說:假若機構面對某項服務需求縮減,策略性的挑戰將
會是業務萎縮,人手過剩。它所引發的人力資源問題將會是如
何安排新工作予剩餘人手。如果調配往其他工作部門,他們的
技巧是否能夠應付?當服務機構決定了其取向後,日後應該執
行的工作就會列舉在「人力資源管理計劃」中的「人力調配計
劃」或「培訓發展」項目內。其他常見的人力資源管理項目包
括有「招聘及延攬人才」、「績效管理」、「員工關係」、「人力資
源管理資訊系統」、「接班計劃」、「機構文化推廣」…等。
業務/服務策略檢討
策略性挑戰/衝擊
策略性人力資源問題 其他人力資源問題
人力資源管理計劃
人力資源管理項目
機構理想/價值觀
力橋管理諮詢 第10頁
(三) 在制訂了高層次的人力資源管理計劃後,為確保其推行順利,
其他管理人員願意承擔責任,把政策推展到最前線的同事,另一
個有效的方法就是強化「績效管理」系統,把責任交托予所有員
工,並清楚界定評核準則。如此一來,成效必定更大,而且更會
為其他服務工作帶來正面的影響。
(四) 假如機構內未有專人負責人事工作的話,這就是最好的機會去
委任專責小組領導日後推展計劃的工作。雖然大部份機構的人手
均不太充裕,不過假如服務機構採納了制訂人力資源管理計劃的
話,將來推行的工作量絕對有需要由專人去應付。而且成立了這
個中心小組後,更可以不時提醒並驅動其他人進行工作,令整個
策略更有重心。
(五) 既然人力資源管理是每一位管理人員的責任,為了令他們更能
體會這個使命及執行管理工作,各服務機構也可考慮加快權力下
放,把一些和人力資源有直接關係的工作和權力授予各管理人
員,讓他們真正扮演管理角色,推行工作。
(六) 服務機構也應該安排員工多參予人力資源管理培訓,甚或安排
同事往私營及公營機構學習,取經後把所學應用在機構內。
力橋管理諮詢 第11頁
(七) 在推行計劃的同時,服務機構亦可因應個別情況在各部門成立
工作改善小組,時刻為管理層建議改善方案,為原本的策略添加
新動力。
六. 推行人力資源管理策略的成功因素
許多機構從過往推行人力資源政策的經驗中總結了一些要點。下列各項
是經常地被推許為必備的成功因素,各公共服務機構不妨借鏡參考:
(一) 管理層必需預備足夠的資源發展人力資源管理,最重要的是讓
員工看到管理層對這些工作的承諾和重視。
(二) 設立有效溝通渠道讓員工知悉及明白人力資源管理的工作重點
和目的,並採納一些良好及可行的意見。
(三) 制訂人力資源管理工作計劃時,必需由業務/服務計劃作起
點。在設定工作項目優先次序時亦需檢視它們對服務的影響和重
要性。
(四) 推行由上而下,目標為本的績效管理系統,為員工訂定工作指
標和責任,替人力資源管理工作增添助力。
(五) 每一位管理人員必需明白本身的責任,管理員工並非額外工作。
力橋管理諮詢 第12頁
(六) 員工提出的意見必需跟進,甚或讓他們參予決策。
(七) 以客為本的工作文化應反映在人力資源工作項目,政策和服務
承諾上。
(八) 為員工提供持續不斷的人力資源培訓,令他們的技巧精益求精。
(九) 一旦在某些人力資源管理工作項目上取得成就,應在機構內廣
泛宣揚,讓員工目睹成果,加強信念。
(十) 決策階層同事必需身先士卒,身體力行,為他人樹立好榜樣。
尤其在缺乏具吸引力獎賞的情況下,管理人員的領導能力更顯得
重要。
除了上述的十大綱領之外,各同工在推行人力資源管理計劃時應該抱著
「少管多理」的態度。事實上管理工作包含了兩個意義和工作取向。所謂
「管」即行使職位權力,執行機構的規則和法例,對同事作出監管。另一
方面「理」即指關懷下屬,有需要時協助他們處理工作,提出意見,指引
他們完成目標。有人採取的態度是「既管又理」,有些則「管而不理」,另
一種取向就是「理而不管」,當然最後的一種方法就是「不管不理」。要決
定應該採取甚麼態度當然必需要考慮實際的環境和應用的對象,以求在管
力橋管理諮詢 第13頁
和理方面取得平衡。不過在員工權益備受重視,各大小機構注重管方及員
方雙贏的今天來說,「少管多理」應該是最有效和最切合人力資源管理所倡
議的「開明、靈活和關懷員工」的理念了。
關於作者:
呂顯猷,力橋管理諮詢董事。前香港政府駐公務員事務局人力資源管理顧
問。

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發文者為 於 19 十月, 2009 英吋 公營機構類別, 公共服務機 info