Question

求高手帮忙翻译成中文！！！

The advantages of HR administration outsourcing can be both financial and strategic. For example, organizations seeking to increase financial profitability and enhance shareowner value might reduce ongoing expenses (e.g., employees, software) and forestall capital expenditures (e.g., new buildings, equipment) through HR outsourcing. This would entail a careful “make-buy” assessment of the total costs and benefits of continuing internal operations versus contracting for them in the external market. Benefits of such an approach might include redesigned processes, improved quality, centralized or consolidated operations, access to technology, and enhanced employee satisfaction.
Strategic advantages to HR outsourcing might include the ability to better focus on a firm’s core business through HR transformation, moving from an historical administrative activities focus to a strategic business partner perspective. Organizations recognize that, more than ever, effective talent management may be the source of sustainable strategic advantage in a knowledge-based, global economy. However, many HR professionals are mired in day-to-day administrative tasks that preclude the value-added consulting, planning, and visioning activities required from them to achieve strategic goals. HR outsourcing could free HR professionals to focus on strategic issues (e.g., talent management, merger and acquisition due-diligence) while providing the firm with skilled professionals services in HR functional (e.g., recruitment, compensation) and administrative (e.g., government compliance and regulations) areas, powered by up-to-date technology (e.g., hardware, software).
Although there are a number of financial and strategic reasons for considering HR administration outsourcing, there are also serious potential problems for firms who use the approach without fully understanding how to manage it to achieve desired goals. For example, firms who used HRO to achieve HR transformation and cost savings rated their success an average of 3 on a 5-point (1 = benefits not at all achieved and 5 = benefits fully achieved) scale. Thus, one big disadvantage of HRO is the likelihood that the organization will not achieve its strategic goals. Such a failure could have significant, negative impact on the organization’s ability to survive. Steps to minimize such a failure include realistic cost-benefit analyses, successful project planning and implementation, unambiguous goals and measures of HR outsourcing success, rigorous vendor assessment and selection processes, and skilled vendor contract negotiation, management, and auditing. Indeed, one of the primary responsibilities of HR administration managers in an outsourcing environment is to ensure that the contract terms and fulfilled on a daily basis and that corrective actions are immediately taken when failures occur.

Answer 1

人力资源管理外包的优势，既可以是财务和战略。例如，寻求提高财务盈利能力和加强shareowner价值的组织可能会减少日常开支（例如，员工，软件），并防止通过人力资源外包的资本开支（例如，新的建筑物，设备）。这就需要仔细的“买”继续与他们签约，在外部市场内部运作的总成本和效益评估。这种做法的好处可能包括重新设计流程，提高质量，集中或综合经营，获取技术，增强员工的满意度。
人力资源外包的战略优势可能包括对一个公司的核心业务能力，以更好地集中通过人力资源的转变，从历史的行政活动的重点战略业务合作伙伴的角度移动。组织认识到，比以往任何时候都更有效的人才管理可能是一个以知识为本的全球经济可持续发展的战略优势的源泉。然而，许多人力资源专业人士都陷入在日常的日常管理任务，排除增值的咨询，规划，并从他们的要求，以实现战略目标的设计活动。人力资源外包可以免费人力资源专业人士关注的战略问题（例如，人才管理，兼并和收购尽职调查），同时提供技术熟练的专业人员服务，在人力资源功能（如招聘，薪酬）和行政（例如，政府遵守公司法规）的地区，采用最新技术（例如，硬件，软件）。
虽然也有一些考虑人力资源管理外包的金融和战略上的原因，也有严重的潜在问题，为企业谁使用的方法，没有充分了解如何管理，以达到预期的目标。例如，企业使用人力资源外包，实现人力资源的转化和节约成本评价5点，他们的成功，平均3（1 =效益都达到5 =效益充分实现）的规模。因此，人力资源外包的一大缺点是，该组织将无法实现其战略目标的可能性。这样的故障可能有显着的负面影响，对组织的存活能力。以尽量减少这种故障的步骤，包括现实的成本效益分析，成功的项目规划和实施，明确目标和人力资源外包成功的措施，严格的供应商评估和选择过程中，熟练的供应商的合同谈判，管理和审计。事实上，在外包环境下的人力资源管理经理的主要职责之一是确保合同条款和满足每天发生故障时，立即采取纠正措施。

Answer 2

优势的人力资源管理外包可以是财务战略。例如，组织寻求提高财务盈利能力、提升股东价值可能降低目前的开支（例如，雇员，软件）和垄断资本支出（例如，新的建筑，设备）通过人力资源外包。这将需要小心”make-buy”评估的成本和收益的持续的内部运作与承包在外部市场。这种方式的好处可能包括重新设计的过程，提高质量，集中统一行动，获得技术，提高员工满意度。战略优势的人力资源外包可能包括能够更好地专注于企业的核心业务，通过人力资源转型，从一个历史行政活动的重点战略业务伙伴的观点。组织认识到，比以往任何时候都更有效的人才管理，可能的来源，可持续战略优势在知识经济，全球经济。然而，许多人力资源专业人士陷入日常的行政任务，排除增值的咨询，规划和远景规划的活动，他们需要实现战略目标。人力资源外包可以免费人力资源专业人士关注的战略问题（例如，人才管理，合并和收购尽职）同时提供公司具有熟练的专业服务，人力资源功能（例如，招聘，补偿）和管理（例如，政府遵守规定）地区，采用最新的技术（例如，硬件，软件）。虽然有一些金融和战略原因考虑人力资源管理外包，也有严重的潜在问题，公司谁使用的方法没有充分了解如何管理达到预期目标。例如，企业使用人力资源外包的实现人力资源转型和节约成本为他们的成功，平均3的5个（1=没有效益的所有成就和5=效益充分实现）规模。因此，一个很大的缺点外包的可能性，该组织将无法实现其战略目标。这种失败可能产生重大的负面影响，对组织的生存能力。步骤来减少这种失败包括现实的成本效益分析，成功的项目规划和实施，明确的目标和措施的人力资源外包成功，严格的供应商评估和选择的过程，和熟练的供应商进行合同谈判，管理，审计。事实上，一个主要的责任，人事行政经理在外包环境是确保合同条款和履行对每日的基础和纠正行动立即采取故障发生时。

Answer 3

i agree to front interpret~~but i think you maybe is used electron dictionary to interpret.