英文_新进员工的引介_新员工英文

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新进员工的引介

I.GENERAL 一般原则

It is the Company's intent to provide every opportunity for a new employee to acquire an immediate sense of “Company Belonging”.这是公司刻意为新进同仁提供各种机会以获得立即的“公司归属感”。

Through Work Rules, salary booklets, the employment interview and the orientation meeting, new employees learn of the policies relating to salaries, advancement, education, activities, benefits, services and responsibilities.透过工作规则，薪资小册子，任用面谈，新进员工演示文稿会议，新进员工将会针对薪资，升迁，教育训练，员工活动，福利，员工服务及工作责任有所了解。

II.PROCEDURE 程序

As early turnover and poor performance are frequently the result of wrong first impreions, the Company looks to its supervisory staff for a proper introduction of new employees to their jobs.往往由于错误的第一印象造成新员工短期内离职或工作绩效不佳，公司认为单位主管应适当介绍新进员工认识他们的工作。

Outlined below are three areas which are important in getting the employees off on the right foot.下面纲要有三个方面，这些对新进员工踏出正确的步调是很重要的。

These include reception, orientation and the three-month trial period.这三方面包括新进员工报到接待，新进员工公司演示文稿和为期三个月的试用期绩效考核。

III.RECEPTION OF NEW EMPLOYEES新进员工报到接待

All new employees are iued an Introduction of New Employee, addreed to the officer-in-charge

of the department to which they are aigned.全部新员工都会拿到一本新员工导引手册，注明新员工要报到的部门主管是谁。It bears the employee's signature and is signed by a HR officer or interviewer.此手册上记载该新进员工的签名及人力资源部专员或负责面谈人员的签字。As a safeguard, officers-in-charge of departments are requested to verify identification by comparing signatures.为安全起见，部门负责主管应比对签字检验身份。

On the first morning of employment, new employees should be welcomed by the officer-in-charge and introduced to their supervisor who will, in turn, introduce them to their aociates and put them at ease.报到日一早，负责接待新进员工的部门主管应主动欢迎新进员工的到来，并介绍其它相关主管及同事认识，尽量让新进员工感觉自在不要紧张。

Luncheon schedules should be explained and arrangements made for another employee to lunch with the new employee the first day.第一天午餐时间表应事先告知并安排同事陪伴进餐。

During the first week new employees' lack of experience has to be considered.在第一个星期新员工缺乏工作实际操作经验是能理解的。

They should be permitted to adjust to their work with a minimum of preure and overtime.在最低限度的工作压力及加班需求下，新员工应被允许调整他们的工作。

Care should be taken to aure that the person to whom the new employee is aigned is able to provide the neceary training and is interested in helping the newcomer.必须确认那些负责教导新员工工作的人员，能提供必要的训练课程并有兴趣主动帮助新员工尽早进入状况。

An Orientation Checklist and Three Month Progre Review Form accompanies the introduction form of Non-Exempt employees.一份新进员工演示文稿会议检查表及为期三个月的试用期绩效考核表，连同有加班费员工的简介表格。

This checklist was developed as an aid to supervisors in induction and to aure that each new non-exempt employee is fully informed of the relevant policies and procedures.这项检查表是设计用来帮助主管在做新进员工引介时，以确保每位新进有加班费员工都能被通知到相关的政策和程序。

At prescribed intervals, indicated on the form, supervisors continue the orientation procedure initiated by the HR Department and record progre on the checklist.在规定期限内，依表格上所注明的，主任继续执行人力资源部所订定的演示文稿程序，并在检查表上填上纪录。

The Three Month Progre Review on the last page of the form is conducted during the employee's tenth week of Employment。The completed form should be forwarded promptly to the HR Department because it constitutes the recommendation to continue a new employee's employment beyond the three-month trial period.三个月绩效考核表的最后一页应在新进员工报到上班的第十周填写完成。完成的表格应立即送人力资源部，因为其考核结果将做为三个月试用期满是否继续雇用的重要参考依据。

A copy of the Performance Appraisal System job Content Form should be given to the new employee with the accountabilities checked which generally represent the new job.一份绩效考核制度工作内容表格应事前给予新进员工，说明要考核的项目，通常这些项目与新工作相关的。

Within the first three months on the job, a more collaborative job content meeting should be conducted.在最初三月的工作中，应多举行工作内容协调合作性质的会议。

IV.NEW EMPLOYEE ORIENTATION 新进员工简介训练

As soon as poible after employment, new full-time employees aigned to job and to attend an orientation meeting.一旦任用后，新进正式员工就会分派工作并参加新进员工简介训练。

The introduction form provides the scheduled date.这介绍表格提供新进员工简介训练时间表日期.The principal objectives of the orientation program are to review HRM/Personnel policies of interest to new employees, the terms of the major benefit plans and the principal employee responsibilities.新进员工简介训练的主要目的是提供及介绍与员工利益相关的人事规章、主要的福利项目内容及员工的职责任务。

The topics covered include pay day procedures, affirmative action policies, identification cards, salary administration, performance appraisal, attendance, discipline, employee checking accounts, grooming, telephone etiquette, profit-sharing, medical and life insurance, tuition refund, employee loans and credit cards.这些话题包括发薪日程序、公司平等雇用政策、识别证、薪资行政业务、绩效考核制度、考勤规定、员工纪律、员工银行帐户、上班服装规定、电话礼节礼仪、利润分享制度、医疗及人寿保险、学费补助办法、员工贷款及信用卡申请等信息。

In addition, employees are provided with a broad overview of the functions and services provided by the various departments of the Company as well as an insight into its history and growth.此外，提供新进员工有关公司其它部门职责功能及服务项目等更广泛的信息，并且深入介绍公司的历史及成长发展。

Supervisors may obtain an outline of the program by calling the Training Section of HR Department。

单位主管可以连络人力资源部训练组洽询本训练的大纲。

V.THREE-MONTH TRIAL PERIOD三个月试用期间

The Personnel Record Form signed by each new employee, indicates that the first three months of employment are a trial period and that termination during this period is without severance pay.每位新员工都须在人事档案表格上签字，注明前三个月为试用期间，在这个 期间如果被终止雇用关系，公司不必发资遣费。

To approve continued employment beyond the three-month trial period, the supervisor forwards the completed Orientation Checklist and Three-Month Progre Review Form to the HR Department during the employee's tenth week of employment.为核准继续雇用超过这三个月试用期间，该主管应将新进员工简介训练检查表及 三个月绩效考核表在第十周填写完成。完成的表格应立即送人力资源部。

No further performance or salary reviews can be generated until this form has been submitted.完成的表格送人力资源部后，才能进一步决定是否要再做考绩或薪资调整。

If during the First three months, the supervisor sees that the new employee is not developing satisfactorily, the employee should be interviewed to determine the reasons underlying the poor performance.假如在这三月期间内，这主管看到新员工的工作进展不满意，主管应立即安排与此新员工的绩效面谈，找出工作不力的原因，要求改善。

This interview will provide the opportunity to tell the employee that the work is not up to standard and that improvement is expected.这绩效面谈提供告诉此员工那里工作未达标准的机会，并期望改善。

If the employee is not suited to the present aignment, an effort should be made to determine if he or she may have the aptitude for another type of work.假如这员工不适合目前工作任务，应该试图发觉该员工的性向是否适合其它 类型的工作。

When the employee does not show improvement within a reasonable time after the interview, the department supervisor should not wait for the completion of the three-month trial period.在绩效面谈后，该员工仍无法在合理的期间内改善工作绩效，部门主管不必等到三个月试用期满才采取必要行动。

Recommendation for release or transfer may be submitted on Form to be attached to the Orientation Checklist and Three-Month Progre Review.应送交相关表格，连同新进员工简介训练检查表及三个月绩效考核表，注明对该员工处置的建议或许是辞退或要求调职。

These forms should be forwarded to the Employment Unit.这些表格应该缴交到任用组。

Should special circumstances warrant, the three-month trial period may be extended for an additional thirty days with the prior approval of the HR Department.在特殊情况考量下，事前获得人力资源部的核准，这三个月试用期间或许可延长三十天。

If the extension is approved, Probation Advice Form should be completed and attached to the Orientation Checklist and Three-Month Progre Review and proceed as in any other instance of disciplinary probation.假如延长期限被核可，试用通知表格应填写完成连同新进员工简介训练检查表及三个月绩效考核表，做为纪律案件的考量。

The Probation Advice form should include the statement that the employee has been informed that severance pay will not be granted in the event employment is terminated during the extended period.这试用通知表格将会包括该员工被告知，如果试用延长期间被终止雇用关系，公司不付资遣费。

Absence for every reason during the trial period must be without pay.在试用期间任何理由的缺勤都必须当做无薪假。