لخّصلي

Employee Life Cycle: Process comprised of job recruitment, selection and hiring, performance management, training and development, and, ultimately, the conclusion of employment.o That includes job analysis and job description development, creation of competency models, compensation benchmarking and salary planning, recruitment and selection, new employee orientation, and management of the performance appraisal process and training and development programs, along with legal compliance, employee relations, and the maintenance of HR data and reporting.o The reason is simple: If a job is not clearly understood and defined in terms of its qualification requirements, level of authority, responsibilities, and tasks/duties, then its purpose and contribution toward the goals and objectives of its respective department as well as within the organization as a whole will be misaligned or lacking completely.o o Yes, of course in the real world, the pace of an organization is so rapid and ever shifting that it can be challenging for HR professionals to be vigilant with their job analysis evaluation and modification.o This is an issue that many organizations struggle with--various jobs exist that have not been analyzed in a long time, and though the business needs have shifted, a job analysis has not been conducted to reflect what these jobs should actually look like to serve the organization effectively both presently and looking ahead to the future.o At the department/functional level, operational efficiency and effectiveness are compromised because the work being performed by staff is not in alignment with the short- and long-term needs and objectives for that functional area, be it sales, finance, or research and development.o I am an industrial/organizational psychologist and currently a professor for a private university where I teach courses in organizational behavior, human resource management, workforce assessment, and organizational development.o I also conduct research in the area of performance management and have published and presented research study findings relevant to the accuracy of employee performance ratings.I wish someone had given me this pearl of wisdom when I was a student or when I was first starting out in HR. Nevertheless, I did figure it out and was amazed at how little attention was paid to conducting regular job analyses.o This lack of alignment and accuracy will significantly impact an organization in myriad ways.??????????????: ??????????????????????????????????????????????????????????????????????????????????????????/?????????????/?????.o ????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????.o ???????????????????????????(??? ?????? ?????) ???????????????????????????????????????????????????????????.??????????????:?????????????????????????????????????????????????????????????!???????????????????????????????????????????????????????????????????????????????????????????.?????????????????????????????????????????????????????????????????????????????????.o ??????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????.o ???????????????????????????????????????????????????????????????????????????????.o ?????????: ????????????????????????????????????????????????????????????????????????????????????/??????????????????????????????????????????????????????????????????????????????????????????????????.????????????????????????????- ?????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????.??????????????????????????????????????????????.?????????????????????????????????????????????????????????.????????????????????????????????????????????????????????/????????????????/????????????????????????????????????????????????????.????????????/???????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????."?????"

Employee Life Cycle: Process comprised of job recruitment, selection and hiring, performance management, training and development, and, ultimately, the conclusion of employment.

دورة حياة الموظف: عملية تتألف من الاستقطاب ، والاختيار والتوظيف، وإدارة الأداء، والتدريب والتطوير، وفي نهاية المطاف، إنهاء/اختتام التوظيف/العمل.

• Before we begin, I thought I would share with you a bit of the history behind the idea for this book.
• I am an industrial/organizational psychologist and currently a professor for a private university where I teach courses in organizational behavior, human resource management, workforce assessment, and organizational development.
• I also conduct research in the area of performance management and have published and presented research study findings relevant to the accuracy of employee performance ratings.
• Prior to my life in academia, I was a human resources (HR) professional for a number of years, and throughout my business experience, I was responsible for every area of HR at one time or another.
• That includes job analysis and job description development, creation of competency models, compensation benchmarking and salary planning, recruitment and selection, new employee orientation, and management of the performance appraisal process and training and development programs, along with legal compliance, employee relations, and the maintenance of HR data and reporting.
• ويشمل ذلك تحليل الوظائف وتطوير الوصف الوظيفي، وإنشاء نماذج الكفاءة، وقياس التعويضات وتخطيط الرواتب، والتوظيف والاختيار، وتوجيه الموظفين الجدد، وإدارة عملية تقييم الأداء وبرامج التدريب والتطوير، إلى جانب الامتثال القانوني، وعلاقات الموظفين، و صيانة بيانات الموارد البشرية وإعداد التقارير.
• Through this experience, I quickly learned (and was often reminded) that job analysis is absolutely critical to everything else in the HR function. Let me repeat: Job analysis is the key to every strategy and practice in HR! I wish someone had given me this pearl of wisdom when I was a student or when I was first starting out in HR. Nevertheless, I did figure it out and was amazed at how little attention was paid to conducting regular job analyses.
• من خلال هذه التجربة، تعلمت بسرعة (وتم تذكيري كثيرًا) بأن تحليل الوظيفة أمر بالغ الأهمية لكل شيء آخر في وظيفة الموارد البشرية. اسمحوا لي أن أكرر:تحليل الوظيفة هو المفتاح لكل استراتيجية وممارسة في مجال الموارد البشرية! أتمنى لو أن شخصًا ما أعطاني لؤلؤة الحكمة هذه عندما كنت طالبًا أو عندما بدأت العمل في مجال الموارد البشرية لأول مرة. ومع ذلك، فقد اكتشفت ذلك وأذهلتني قلة الاهتمام الذي تم إيلاءه لإجراء التحليلات الوظيفية المنتظمة.
•
• Yes, of course in the real world, the pace of an organization is so rapid and ever shifting that it can be challenging for HR professionals to be vigilant with their job analysis evaluation and modification.
• نعم، بالطبع في العالم الحقيقي، تكون وتيرة المنظمة سريعة جدًا ومتغيرة باستمرار بحيث قد يكون من الصعب على متخصصي الموارد البشرية أن يكونوا يقظين عند تقييم تحليل وظائفهم وتعديلها.
• However, it is well worth the effort and is perhaps the most valuable use of an HR practitioner’s time.
• ومع ذلك، فهو يستحق الجهد المبذول وربما يكون الاستخدام الأكثر قيمة لوقت ممارسي الموارد البشرية.
• The reason is simple: If a job is not clearly understood and defined in terms of its qualification requirements, level of authority, responsibilities, and tasks/duties, then its purpose and contribution toward the goals and objectives of its respective department as well as within the organization as a whole will be misaligned or lacking completely.
• السبب بسيط: إذا لم تكن الوظيفة مفهومة ومحددة بشكل واضح من حيث متطلبات التأهيل ومستوى السلطة والمسؤوليات والمهام/الواجبات، فإن غرضها ومساهمتها في تحقيق أهداف وغايات القسم المعني وكذلك داخل ستكون المنظمة ككل منحرفة أو مفقودة تمامًا.
• This is an issue that many organizations struggle with—various jobs exist that have not been analyzed in a long time, and though the business needs have shifted, a job analysis has not been conducted to reflect what these jobs should actually look like to serve the organization effectively both presently and looking ahead to the future.
• هذه مشكلة تواجهها العديد من المؤسسات - حيث توجد وظائف مختلفة لم يتم تحليلها منذ فترة طويلة، وعلى الرغم من أن احتياجات العمل قد تغيرت، إلا أنه لم يتم إجراء تحليل وظيفي ليعكس الشكل الذي يجب أن تبدو عليه هذه الوظائف فعليًا لخدمة المجتمع. المنظمة بشكل فعال في الوقت الحاضر والتطلع إلى المستقبل.
• This lack of alignment and accuracy will significantly impact an organization in myriad ways.
• سيؤثر هذا النقص في التوافق والدقة بشكل كبير على المنظمة بطرق لا تعد ولا تحصى.
• At the staff level, individual employees are working on tasks every day that are irrelevant, redundant, and/or lack clear purpose and connection to job-related performance outcomes.
• على مستوى الموظفين، يعمل الموظفون الفرديون كل يوم على مهام غير ذات صلة و/أو زائدة عن الحاجة و/أو تفتقر إلى غرض واضح وارتباط بنتائج الأداء المتعلقة بالوظيفة.
• At the department/functional level, operational efficiency and effectiveness are compromised because the work being performed by staff is not in alignment with the short- and long-term needs and objectives for that functional area, be it sales, finance, or research and development.
• على مستوى الإدارة/المستوى الوظيفي، تتعرض الكفاءة والفعالية التشغيلية للخطر لأن العمل الذي يؤديه الموظفون لا يتماشى مع الاحتياجات والأهداف قصيرة وطويلة الأجل لهذا المجال الوظيفي، سواء كان ذلك المبيعات أو التمويل أو البحث والتطوير .
• In other words, some type of “work” is being performed but perhaps not exactly what the department needs to produce in terms of the high-quality and timely deliverables required to support the organization’s needs and business drivers.
• بمعنى آخر، يتم تنفيذ نوع من "العمل" ولكن ربما ليس بالضبط ما يحتاج القسم إلى إنتاجه من حيث التسليمات عالية الجودة وفي الوقت المناسب المطلوبة لدعم احتياجات المنظمة ومحركات الأعمال.
• Lastly, at the organizational level, this lack of strategic alignment will often result in suboptimal productivity, innovation, and responsiveness to customers and other stakeholders.
• وأخيرًا، على المستوى التنظيمي، غالبًا ما يؤدي هذا الافتقار إلى التوافق الاستراتيجي إلى إنتاجية دون المستوى الأمثل، والابتكار، والاستجابة للعملاء وأصحاب المصلحة الآخرين.
• It is not that people are not doing any work—make no mistake, the cogs are turning within the organization, but they are not driving relevant outcomes that the organization needs in order to sustain high performance, agility, and competitiveness.
• لا يعني ذلك أن الأشخاص لا يقومون بأي عمل - لا تخطئوا، فالعجلات تدور داخل المنظمة، لكنهم لا يقودون النتائج ذات الصلة التي تحتاجها المنظمة من أجل الحفاظ على الأداء العالي، وسرعة الحركة، والقدرة التنافسية.
• From a systems perspective, the input is not generating the desired output.
• من منظور الأنظمة، المدخلات لا تولد المخرجات المطلوبة.
• In this chapter, we will begin our exploration of what work looks like in today’s organizations and how jobs and workforce needs evolve based on changing expectations, goals, challenges, and external driving forces.
• في هذا الفصل، سنبدأ باستكشاف كيف يبدو العمل في مؤسسات اليوم وكيف تتطور الوظائف واحتياجات القوى العاملة بناءً على التوقعات والأهداف والتحديات والقوى الدافعة الخارجية المتغيرة