MyDream_mydream

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CareerMyDream

IhavebeenfondoftheaspiringspeechofMartinLutherKing.Jr,《 Ihaveadream 》, thoughIcann'tunderstandittotally , Ireallydidenvythepaionpaingonthroughit.It'sthepursuitofdream.，itishope , itisfaith , eventobebecomingstrongbelief.Regretfully , Iamnotadreaminggirl , never.Irarelythinkaboutmyfuture , maybeit'sbecauseIdon'tlikethinking.ButwhenIwasabout4yearsold , Ipaintedeverywhere , bed,wardrobe,wallandsoon.Thatmustbeverydelightfulandreallyahappine.WhenIwas5yearsold , mothertookmetostudypiano.InthefirsttwoyearsIheldmyinteresttoit , finallyIlostinterest.ButIkeptonstudyingitforfiveyears , justfollowingmom'sadvice.Evenfromthebeginning , Ineverthoughtofbecomingapianist.LaterIenteredcollege , Ifounditistimetothinkaboutmyfuturelifeandmyfuturecareer.WhatkindofpersonIwanttobe ? WhatkindofjobIliketochoose ? OnceItoldmyfriendsIdidn'thavedream , shewasextremelyastonished , asifIwasamonster.ThensheaskedmewhyIcametoschoolstudy , whyIwenttouniversitycampus , thinkingforawhile , Iansweredbecauseothersdidso.Thatisreallyachild'sanswer , butnowIwouldreplyherthisway , inordertoliveahappylifewithmyfamily.Perhapsyoudon"tregardthisasadream ,butforme , thisisthethingImostwanttorealize.Toreachthisgoal , therearemanymethods.Iconsiderthesemethodsasthechoiceofmyfuturecareer.BeforeIcametoTianJingUniversityofFinanceandEconomics , Ievendidn'thearofhumanresourcemanagement.Actually , Iamnotsuitableforhumanresourcemanagementindeed.Idon'thavehighEQ , alsonotgoodatacquaintingwithpeople.WhatImostlackingispatience , Ialwaysgetanxious , andIcan'tmakemywordsbeataroundthebush , soIdon'townquiteaexcellentinterpersonalcommunicationskills , butitisoneofthe necearycapacityasaHRMpersonnel.Anotherequally1

importantcapabilityistheright ,comprehensiveunderstandingofhumannatureandextensive socialknowledge.BotharewhatIamlacking , andIdon'tthinkIcanmakeupforthisinashorttime.Iamborntobeinthecharge.Inmanager'sleadership , Iwillbemoreactivetoaccomplishmyduty.IhavethoughttobecomeaChiefFinancialOfficersincelastsummer.InordertobecomeaCFO , fundermentalaccountingisneceary.AlthoughIdonotlikethelengthyandcomplexaccountingentries ,Iammoreinterestedinfinancialmanagement.Facingtomoneyandallkindsofcapitalaets , Ifeelmoreconfident.Inmoderncompany , CFOisthemostimportantandvaluableoneofthetopmanagementpositions , masteringthefinancialinformationandthecashresourcesofthebusine.Intheoperationproceofacompany , CFOneedtocommunicatebetweenthefinancialmarketoperationsandtheinternalfinancialmanagement.WhyIeverthoughttobeaCFO ? IjustfindthatbecomingaCFOcanequipmeacomprehensivetalent.Broadrangeofvariousknowledgeishelpful.AsfarasIknow , CFOplaysakeyroleincorporatestrategy , notonlyinchargeofthefinancedepartmentspecially.Thethreecrucialrolesare :(1)operatbusinefinanceinthestrategiclevelthroughfinancialmeans;(2)sellthecompanytoinvestors, namelyraisesufficientoperatingfunds;(3)achievecorporatestrategyatthelowestcostbymergingandpurchasing.SothesesetupthestandardsofaCFO , itisindependentjudgement , superiorsenseofbusine, athoroughunderstandingofbusine.Ilearnedthesecommonsensefrommyelectivecourse , butnowIfounditseemedtoodifficultformetomakeitcometrue , asthestudyingofmanagementandaccountingindepth , IammoreandmoreconcentratingontheintegrationofauditingandHRM.Thieemstobeanemergingfieldofmanagement , andtherearefewpeoplecontributingtoittudy , somanyaspectsofthehumanresourcemanagementauditingcanberesearchedanddeveloped.NextIwanttotalkaboutsomeofmyunderstandingandcomprehensionoftheHRMauditing.HRMauditingistocheck,analyse,evaluatethehumanresourcemanagementstrategy , practiceandresultsinaccordancetosomeprofeionalmeans ,alsoa

procecheckingthefunctionofanorganization'shuman resourcepolicies,procedures,documents,systemsandpractice.ThisisacombiningtotheroleofHRMandauditing , onlybythiswaycanthepositionofHRMbeimprovedintheenterpriseandtheurgencyofpayingmoreattentiononHRM.Actually , humanresourceisonekindoflastingresourcewhichcan'tbeimitatedandhardtoreplace.Therefore , effective managementofhumanresourceisthereallong-termcorporatecompetitive advantage.HRMisalsothemostfundamentalonehand , determiningthe succeorfailure.Humanresourcestructureisirrational , hardtomobile , low utilization , managersgetusedtofocusonfinancialmanagement , costcontrolandproductquality , whatweneedtocarryonistheanalysisoftheperformanceandbeneficialsofHRM.Weshouldnotonlyknowthe6W1H , alsoknowhowtheefficiencyis.Itmeanswemustanalysehowtheinputandoutputmatchesandfindmethodstosolveproblem.Thisjobisalsodecidedbypersonnels'interpersonalcommunicationskillsandtheprofeionalaccountingknowledge , combiningtheaccurateauditingmeasuringstandardstoHRMsubjectivemethods , theartistryofHRMconnectingtotherationalauditing,whichmakeitdifficulttoimplement.Aboveall , thebiggestdifferencebetweenconventionalandHRMauditingispayingmoreattentiontotheeffectiveneofHRM , bringingupauditingopinionesormanagementproposalsunreasonablefactorsexitinginHRMtore-arrangestaffeffectivelyandimprovetheeconomicefficiencyofenterprises.Thingsarealwayseasiersaid.Toimplementthistask , therearemanyHRMauditingtools , suchashumanresourcescorecard , humanresource index.1977 , theAmericanProceorShusterdesignedthefirstHumanResourcesIndexQuestionnairebymeasureingstaffsatisfactionof15HRjobestogettheaementoftheenterprisemanagementperformanceandtheorganizationalatmosphere.IBMestablishedafeedbacksystemtestingand aeingofthesituationofhumanresourcesintermsofHRindex.HRscorecardarealsowidelyusedtotakeonquantitativeandqualitativeanalysisofpersonnelchangecost , staffreplacementcostandvariouseconomicbenefits.HRscorecardsupplyasolutiontoquantifythemeasurementofHRMcostsandgains , whichtroubledHRstaffallthetime.TherearefourstagesofHRauditing,ComplianceAuditing,SystemAuditing,PerformanceAuditing,Value-orientedAuditing.MostChinesecompanyarestillinthestateofComplianceAuditing , lackingoftheeffectiveconceptsofHRM.ButhowtoattachmoreattentiononHRMefficiencyonearth ? Theaementandevaluationindexsystemandcriteriaarefarmoreimperfect , andtheHRaccountingsystemaswell.Therearenotavaiblemodelsanduniversalstandardstomeasurethevalueofhumanresourceanddifficulttocarryoutfinancialaccounting.TheintroductionoftheFRAIPModelhelpsolveittosomeextent.TherearefivepartsofFRAIP,justlikesettingupastrategichumanresourceauditingbuilding , theroofisFunctionAuditing , thetwopillarsareRuleAuditingandActionAuditing , thefoundationisInfrastructureAuditingandthecoreisStrategicPrincipalAuditing.FunctionAuditing'smiionistomakesurewhetheralltheHRMfunctionupporttheorganizationalstrategy.It'sthebasisoftheotherfour.RuleAuditingistocheckalltheHRMactionswhetherconsistentwiththeexternallegalrulesandtheinternalsystemsandproceesornot.ActionAuditingistheprocetorealizethewholeHRMfunctions.InfrastructureAuditingistheoperationalplatformofhumanresourcemanagement , andtheinfrastructuresincludeadministrationstructure , organizationstructure , positionstructureandthehumanresourceinformationsystem.Humanbeingisthedynamicstrategicresources , wemusttakeadvantageofthehumancapitalpotentialtothemaximumextent.Themaincontentincludesrecruitment , personnelmobilityfrequency , legaldisputes , informationsystemsandtrainingeffectivene evaluation.Humancapitalisthefinaldeterminingfactorthatcontributestorealizingthevalueofhumanresourcemanagementfunctions.Infact , HumanResourceAuditingispartofHRM , actingacrucialroleincorporatestrategylevel , butitisunfamiliartonearlyallmanagers.Whatisthereasonindepth ? Oneistheoveralllowlevelofdevelopmentof enterprise , managersandworkerdon'tneedquithighqualityrequirements;On theotherhand , whatcompanyfacesisaoversupplyinglabourmarket.Companiesthatliterallyrisestrategichumanresourcemanagementtoahighdegreeofattentionaretoorare.Thefactis , manycompaniesdon'tholdaconsistenthumanresourcepolicy.Withrespecttothe

implementation oftheinstitution , thetopmanagementpersonnelsarealwaysthefirsttodestructcompanyinstitution.Incontract , thestrategictargetofHRAistooadvancedtoactitsmeaningfulfunction.Intermsoftheresults , HRAcanonlydiagnosewherethecrucialpointexits , notsolveit.Ithelpscompanyunderstandthemiingandtheneededimprovement , butthemiiontofindsolutionsbelongstothehumanresourcemanagementpersonnel , thatis , theHRAcansupporttheenterprisetotakeactionsintermsofthediagnosisinthemaximumextent , butthespecificmeasuresthatshouldbetakendependonfurtherdiscuionsandanalysesoftheHRMpersonnel.SothedifficultycomesroundtotheoriginalHRMproblem.Itisdifficulttocarryoutquantitativeanalysisofthehumanresourcemanagementactivities'contributiontocorporateperformance , sotheproblemscan;tbesolvedyet.ThisiswhysomanycompanieshavelittleinterestinHumanResourceAuditing.AlthoughHumanResourceAuditingholdhugepotentials , itswayofdevelopingitillmuchtootortuous.WiththeiuingoftheLaborContractLaw , therehavebeensomelayingfundamentalstodeveloptheHumanResourceAuditingbecauseitmaybeenforcedlegally.Tillthen , theHumanResourceAuditingwillbedevelopingrapidly.Thisisalsogoodnewsforenterprises , theefficiencyofmanagementcanbeimprovedtoamuchhigherextent.TheideaonwhatIwanttodoisallaboutthis.Itisanoriginalblueprint , therearemanyaspectsformetothinkover.AsIlearnmoreandmoremanagementandaccountingknowledge , Iwillfindoutthedistinctdirectionofmyfuturecareer.ThisisreallyquitasenseofaspirationwhichIneverhavebefore , planningmyfutureandmakingmydreamcometruestepbysteparesatisfying.Andthisistherightthingtodointhiskeyperiodofmylifetime.Now , Icanalsocry“ Ihaveadream ”out.