1、HR戰(zhàn)略與企業(yè)文化：根據(jù)企業(yè)的發(fā)展規(guī)劃，診斷企業(yè)現(xiàn)有人力資源狀況，結(jié)合企業(yè)經(jīng)營(yíng)發(fā)展戰(zhàn)略、考慮未來的人力資源的需要和供給狀況的分析及估計(jì)，如何把HR戰(zhàn)略與企業(yè)文化緊密地結(jié)合起來。

1. HR strategy and corporate culture: Based on the development plan of the enterprise, diagnose the existing human resource situation of the enterprise, combine with the analysis and estimation of the enterprise's business development strategy, consider the future needs and supply of human resources, and how to closely integrate HR strategy with corporate culture.

2、組織結(jié)構(gòu)設(shè)計(jì)：根據(jù)企業(yè)戰(zhàn)略目標(biāo)、資源狀況、現(xiàn)有的核心流程以及同行企業(yè)的佳實(shí)踐模式，分析公司的組織結(jié)構(gòu)，設(shè)計(jì)企業(yè)組織機(jī)構(gòu)。

2. Organizational structure design: Based on the company's strategic goals, resource status, existing core processes, and best practice models of peer enterprises, analyze the company's organizational structure and design the enterprise's organizational structure.

3、流程分析與流程再造：流程是組織內(nèi)部的從供應(yīng)商到客戶的價(jià)值增長(zhǎng)過程，流程的有效性與效率將直接影響到組織的有效性、效率與客戶滿意度。

3. Process analysis and process reengineering: Process is the value growth process from suppliers to customers within an organization, and the effectiveness and efficiency of the process will directly affect the organization's effectiveness, efficiency, and customer satisfaction.

4、工作分析：工作分析是人力資源管理的一項(xiàng)傳統(tǒng)的核心職能與基礎(chǔ)性工作。一份好的`職位說明書無疑是一幅精確的“企業(yè)地圖”，指引著人力資源的方方面面。

4. Job analysis: Job analysis is a traditional core function and foundational work of human resource management. A good job description is undoubtedly an accurate "enterprise map" that guides all aspects of human resources.

5、基于戰(zhàn)略的績(jī)效管理：績(jī)效問題是任何公司都面臨的長(zhǎng)期挑戰(zhàn)，HR必須掌握績(jī)效管理與績(jī)效目標(biāo)分解的工具、方法;績(jī)效制度設(shè)計(jì)與基本操作、績(jī)效目標(biāo)設(shè)定與分解等相關(guān)知識(shí)。

5. Strategic performance management: Performance issues are a long-term challenge that any company faces, and HR must master the tools and methods of performance management and performance goal decomposition; Knowledge related to performance system design and basic operations, performance goal setting and decomposition, etc.

6、全面薪酬戰(zhàn)略體系：薪酬的不同的要素該如何正確的組合才能有效地發(fā)揮薪酬的作用;薪酬管理有效支持公司的戰(zhàn)略和公司價(jià)值的提升的方法和工具。

6. Comprehensive compensation strategy system: How to correctly combine the different elements of compensation in order to effectively play the role of compensation; Effective methods and tools for salary management to support the company's strategy and increase its value.

7、能力管理：建立素質(zhì)模型，將素質(zhì)模型應(yīng)用到人力資源管理的不同領(lǐng)域，從而真正將人力資源管理回歸到建構(gòu)組織能力和人力資源開發(fā)利用上。

7. Ability management: Establish a competency model and apply it to different fields of human resource management, so as to truly return human resource management to the construction of organizational capabilities and the development and utilization of human resources.

8、招聘：制定人才選擇戰(zhàn)略，進(jìn)行準(zhǔn)確的工作分析和勝任特征分析，有效的人力資源分析與規(guī)劃，應(yīng)聘者的專業(yè)技能及綜合能力的評(píng)估;對(duì)招聘成本的評(píng)估。

8. Recruitment: Developing talent selection strategies, conducting accurate job analysis and competency analysis, effective human resource analysis and planning, and evaluating the professional skills and comprehensive abilities of job applicants; Evaluation of recruitment costs.

9、培訓(xùn)體系的建立與管理：培訓(xùn)是促成“以人為本”的企業(yè)文化的重要手段，制定有效的年度培訓(xùn)計(jì)劃是HR人員面臨的嚴(yán)峻挑戰(zhàn)

9. The establishment and management of training system: Training is an important means to promote a "people-oriented" corporate culture, and developing effective annual training plans is a serious challenge faced by HR personnel

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