Reestablishing a new call centre
人力资源论文代写 Asus management also needs to configure the entire cost for reestablishment which in estimates is about five million pounds.
Contents
1.0 Background of Asus call Centre……………………………………………………………………..2
2.0 Nature of development…………………………………………………………………………………3
2.1 Purpose of Asus call centre……………………………………………………………………………3
2.2 Power and influence and level of decision Making…………………………………………..4
2.3 Reasons for change………………………………………………………………………………………5
3.0 Planning for Asus call centre…………………………………………………………………………5
3.1 Reestablishment of a new call centre……………………………………………………………..5
3.2 The Process of establishing the call centre……………………………………………………..7
3.3 Employee training……………………………………………………………………………………….8
4.0 Timing of implementation……………………………………………………………………………9
5.0 Cultural diversity issues……………………………………………………………………………..10
5.1 Foreseeable cultural differences………………………………………………………………….10
5.2 Employees cultural differences solutions…………………………………………………….11
6.0 Managing global staff……………………………………………………………………………….12
7.0 Financial and economic considerations………………………………………………………13
8.0 Critical analysis of the development process management……………………………13
9.0 Conclusion……………………………………………………………………………………………….14
1.0 Background of Asus call Centre
Asus is a blue chip Company, which was founded in 1990 and it has its headquarters in Taiwan, China. The company has over the years specialized in the production of the mainboard, thereby ranking as the third biggest video card manufacturer and also as one of the international leaders in 3C solutions. In addition, company management has for a long time been engaging in the provision of applications and also innovative products to individuals and industrial companies. Moreover, Asus management has been buoyed by its expansion in over 20 countries and areas in which it has employed at least 0.1 million employees. The company’s product line covers all the 3C products that include video card, optical storage, mainboard, laptop, LCD, smart mobile phone, PDA, and wired/wireless network communication products. From these aforementioned products, mainboard, video card and laptop coins out the entity’s core competency.
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1.0 华硕呼叫中心背景 人力资源论文代写
华硕是一家蓝筹公司，成立于1990年，总部位于中国台湾。 公司多年来一直专注于主板的生产，是第三大显卡制造商，也是国际3C解决方案的领导者之一。 此外，公司管理层长期以来一直致力于为个人和工业公司提供应用程序和创新产品。 此外，华硕管理层因其在 20 多个国家和地区的扩张而受到鼓舞，在这些国家和地区雇佣了至少 10 万名员工。 公司产品线涵盖显卡、光存储、主板、笔记本电脑、LCD、智能手机、PDA、有线/无线网络通讯产品等所有3C产品。 从上述产品中，主板、显卡和笔记本电脑铸就了实体的核心竞争力。
2.0 Nature of development
2.1 Purpose of Asus call centre
Every company in business requires a communication mechanism which is dependable for purposes of running businesses in the most appropriate way. In Asus, the call centre aids in accurately handling of business needs, enquiries and also complaints that emanates from the clients by use of fax and phone. The purpose of a call centre in Asus is to facilitate effective and also direct communication with the clients (Nel, 2011). This has over the years enabled Asus to remain at par with the rising demands and concerns from the customers about their products. The call centre has enabled the company to continue taking into consideration all views arising from the customers thereby increasing their satisfaction. The cordial relationship which has developed over the years has played a significant role with the customers increasing the company competitiveness in the market. 人力资源论文代写
Asus PLC has call centres which operate in three countries, namely UK, USA and China. The company management has adopted a divisional structure and each branch undertakes its own functions that are directed to the company Chief Executive officer located in Taiwan China.
Current Asus organisation structure
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2.0 发展性质 人力资源论文代写
2.1 华硕呼叫中心的用途
每家商业公司都需要一种可靠的沟通机制，以最合适的方式开展业务。在华硕，呼叫中心有助于准确处理业务需求、查询以及客户通过传真和电话发出的投诉。华硕呼叫中心的目的是促进与客户的有效且直接的沟通（Nel，2011）。多年来，这使华硕能够与客户对其产品不断增长的需求和担忧保持一致。呼叫中心使公司能够继续考虑客户提出的所有意见，从而提高他们的满意度。多年来发展起来的亲切关系对客户提高了公司在市场上的竞争力发挥了重要作用。
华硕 PLC 在三个国家设有呼叫中心，即英国、美国和中国。公司管理层采用了部门结构，每个分支机构都承担自己的职能，这些职能直接针对位于中国台湾的公司首席执行官。
2.2 Power and influence and level of decision Making
Asus headquarters in liaison with the two branches the UK Branch and the US branch have been working smoothly with an agenda to realise common goals in the market. Every office has its own rules and regulations towards undertaking operations and customers’ concerns, but all the branches report to the company C.E.O in Taiwan China. Powers within the branch offices UK and the USA are autonomous also Asus has head office in Taiwan, China which harbours the company third call centre.
Both USA and UK branch offices have functions similar to those in the company’s head Office and this reveals that the company management has diversed the powers.
The company C.E.O acts as the linkage between the entire company operations and offers proper guidance on how to run the business (Harzing & Ruysseveldt, 2004). Power in every entity is crucial because it assists the business leaders in the firm to look at all issues in different angles with the sole objective of coming up with the best solutions. Success in Asus is attributable to resilient leaders who harbour sizeable power in determining the success in the industry. 人力资源论文代写
Influence in Asus team in all branches is epic because the two offices in the UK and USA have been able to serve the two vast markets without problems relating to customer relations. However, the company C.E.O influences all ranges of decisions because the entire management acknowledges that flawed decisions can seriously ruin the company from achieving its goals. This anchoring effect occasionally represents one determinant that has a probability of ruining Asus enviable business operations. Influence in decision making in Asus is impetus process which must link up well with the consumer needs . The influence of decision making level in Asus is highly dependent on analysis of the information and an approach used to choose the best alternative scenario (Kanki et al.,2010).
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2.2 决策的权力和影响力及水平
华硕总部与英国分公司和美国分公司这两个分公司的联络工作一直顺利，制定了一项议程，以实现市场上的共同目标。每个办事处都有自己的规章制度来处理业务和客户的问题，但所有分支机构都向中国台湾公司的首席执行官报告。英国和美国分公司的权力是自主的，华硕在中国台湾设有总部，该办事处设有公司第三个呼叫中心。
美国和英国分公司的职能都与公司总部的职能相似，这表明公司管理层的权力是多元化的。
公司 C.E.O 充当整个公司运营之间的纽带，并就如何经营业务提供适当的指导（Harzing 和 Ruysseveldt，2004 年）。每个实体的权力都至关重要，因为它可以帮助公司的商业领袖从不同角度看待所有问题，唯一的目标是提出最佳解决方案。华硕的成功归功于富有弹性的领导者，他们在决定行业成功方面拥有相当大的权力。
华硕团队在所有分支机构的影响力是巨大的，因为英国和美国的两个办事处能够为这两个广阔的市场提供服务，而不会出现与客户关系相关的问题。然而，公司 C.E.O 影响所有范围的决策，因为整个管理层都承认有缺陷的决策会严重破坏公司实现其目标。这种锚定效应有时代表一个决定因素，它有可能破坏华硕令人羡慕的业务运营。对华硕决策的影响是推动过程，必须与消费者的需求很好地联系起来。华硕决策水平的影响高度依赖于信息分析和用于选择最佳替代方案的方法（Kanki 等，2010）。
2.3 Reasons for change
Due to the fact that Asus call centres have been scattered in different markets, the company has been experiencing tethering problems which have become difficult for the management to cope up. One major problem is that the company call centres have been built in three countries that involve a large number of employees and also managers (Rothwell & Kazanas, 2003). 人力资源论文代写
The company management has been experiencing cost management difficulties. The other issue is that Asus management faces is that the UK and the US market involve higher taxation rate and wage level compared to China. UK and the US operations for the Asus company leads to higher operation costs, thereby becoming unmanageable for the country. Due to these arising operational costs, the company seeks new ways and strategies of cutting down costs from the US and UK market. The company has thus decided to reduce costs of its operations by reestablishing its call centre (Butler, 2004).
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2.3 变更原因
由于华硕呼叫中心分散在不同的市场，该公司一直遇到网络共享问题，管理层难以应对。 一个主要问题是，公司呼叫中心建在三个国家/地区，涉及大量员工和经理（Rothwell 和 Kazanas，2003 年）。
公司管理层一直面临成本管理困难。 华硕管理层面临的另一个问题是，与中国相比，英国和美国市场涉及更高的税率和工资水平。 华硕公司在英国和美国的业务导致更高的运营成本，从而使该国无法管理。 由于这些产生的运营成本，该公司从美国和英国市场寻求降低成本的新方法和策略。 因此，公司决定通过重建呼叫中心来降低运营成本（巴特勒，2004 年）。
3.0 Planning for Asus call centre
3.1 Reestablishment of a new call centre
In order for the objective of cutting down operational costs problem to materialise, the company has to shut up the two call centres in the UK and the USA branch offices. The operations of the two will be merged with that of China and thus the company will only one call centre. Consequently, the China call centre has to be redefined in terms of operations because the workload will instantly increase. This is because the reestablished China call centre will now be undertaking load of tasks from original call centres which were in the UK and the USA. 人力资源论文代写
This will require Asus management to invest tremendously towards ensuring that the new call centre in China is able to handle a wide range of operational challenges arising from the closed call centres in the UK and the US. To achieve this goal, Asus needs to embark on building a call centre which has a strong team and standardised procedures, advanced management ideas and good service attitudes (Mondy et al., 2005). In analyses of the three countries whereby Asus has call centres, China has the lowest tax rate and low wage level and this will enable the company management to undertake stringent measures such as reducing the number of employees upon merging. This plan has high influence towards organisational tasks such as effective planning that can reduce the costs realised in operation of a call centre (Bach& Edwards, 2013).
Below is the expected new look company structure for Asus with one call centre based in Taiwan, China.
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3.0 华硕呼叫中心规划 人力资源论文代写
3.1 重建新呼叫中心
为了实现降低运营成本问题的目标，该公司不得不关闭在英国和美国的两个呼叫中心分公司。两者的业务将与中国的业务合并，因此公司将只有一个呼叫中心。因此，中国呼叫中心必须在运营方面重新定义，因为工作量会立即增加。这是因为重新建立的中国呼叫中心现在将承担来自英国和美国的原始呼叫中心的大量任务。
这将需要华硕管理层进行大量投资，以确保中国的新呼叫中心能够应对因英国和美国呼叫中心关闭而带来的各种运营挑战。为了实现这一目标，华硕需要着手建设一个拥有强大团队和规范流程、先进管理理念和良好服务态度的呼叫中心（Mondy et al., 2005）。在华硕设有呼叫中心的三个国家中，中国的税率最低，工资水平最低，这将使公司管理层能够采取严格的措施，例如合并后减少员工人数。该计划对组织任务具有很大影响，例如可以降低呼叫中心运营成本的有效计划（Bach&Edwards，2013 年）。
以下是华硕在中国台湾设有一个呼叫中心的预期新公司结构。
3.2 The Process of establishing the call centre
For purposes of re-establishing the call centre, Asus management needs to relook on the approach of recruitment. The company also needs to introduce up to date facilities and at the same time provide adequate training to its employees for quality services. Asus company leaders also need to keep real time communication with the workers in order to learn about the problems that relates to the training and at the same time make adjustments for training content and the methods to be applied.
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3.2 呼叫中心的建立过程
为了重建呼叫中心，华硕管理层需要重新审视招聘方式。 公司还需要引进最新的设施，同时为员工提供足够的优质服务培训。 华硕公司领导也需要与员工保持实时沟通，了解培训中存在的问题，同时对培训内容和方法进行调整。
3.3 Employee training
Employee training is an essential aspect of the company’s success. Asus management needs to ensure that the new employees who will be adopted for the new restructured China call centre, are able to meet the company goal through their productivity in quality service (Wilson, 2009). For purposes of ensuring that all the employees grasps the needed job skills and are capable of offering high quality services, the company needs to provide three types of training towards its call centre employees namely;
a.Language training is essential because the new Asus call centre in China will now be handling all the call centre services from different range of customers. This will require the company to introduce training of employees on mechanisms of providing services to customers from different background, areas and nations.
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3.3 员工培训
员工培训是公司成功的一个重要方面。 华硕管理层需要确保将被用于新重组的中国呼叫中心的新员工能够通过他们在优质服务方面的生产力来实现公司目标（Wilson，2009 年）。 为确保所有员工掌握所需的工作技能并能够提供高质量的服务，公司需要对呼叫中心员工进行三类培训：
a. 语言培训是必不可少的，因为新的华硕中国呼叫中心现在将处理来自不同客户群的所有呼叫中心服务。 这将要求公司对员工进行有关向来自不同背景、地区和国家的客户提供服务的机制的培训。
b.Professional training that includes repairing system of various Asus products and better comprehension pertaining to failure of Asus products.
c.Service skill training is also essential in Asus because it enables the employees to learn about better ways of making responses and at the same time winning customer satisfaction. Service skill training is much important because it will handle on element how employees should understand on effective ways of communicating with customers who are harsh and at the same time reducing their un-satisfaction. 人力资源论文代写
In the employee training process, Asus needs to note that there range of problems which makes employees to be unsatisfied with the training thereby producing negative training outcomes. Asus management should communicate occasionally with the employees in order to gather relevant information. Realised information can then be analysed by the human resource department in order to make corresponding adjustments towards the training content. In this regard, if a training item has no effect or rather problems, it should be cancelled or adjusted. If a training fails to meet the threshold of performing well in various aspects such as inappropriate ways of teaching, improper content, lack of trainee initiative or weak influence on the work, Asus human resource professionals have the right to either adjust or redesign these aspects. Also, the training content and also the methods can be changed within the appropriate time in order to focus on better outcomes.
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b.专业培训，包括对华硕各种产品的维修系统和对华硕产品故障的更好理解。
c.服务技能培训在华硕也是必不可少的，因为它使员工能够学习更好的应对方法，同时赢得客户的满意度。服务技能培训非常重要，因为它将处理员工应该如何理解与苛刻的客户进行有效沟通并同时减少他们的不满意的元素。
在员工培训过程中，华硕需要注意的是，存在一系列问题，使员工对培训不满意，从而产生负面的培训效果。华硕管理层应不时与员工沟通，以收集相关信息。然后人力资源部门可以对实现的信息进行分析，以便对培训内容进行相应的调整。对此，如果一个培训项目没有效果或者有问题，就应该取消或调整。如果某项培训在教学方式不当、内容不当、受训者缺乏主动性或对工作影响力弱等各方面未能达到表现良好的门槛，华硕人力资源专业人员有权对这些方面进行调整或重新设计。此外，可以在适当的时间内更改培训内容和方法，以专注于更好的结果。
4.0 Timing of implementation
The reestablishment of Asus company call centre will follow a well drafted timing in which the company C.E.O will give direction. Primarily, Asus needs to seek professionals who harbours relevant experience and this might take a period not less than two months. In the process of seeking talents, the company should articulate on appropriate ways of developing service standards that need to be developed and at the same time imposed on employees and this requires another duration not less than two months to complete the task.
In training sessions, Asus should work on keeping timely communication with all its employees in order for them to learn about their perceptions before the management embarks on making the necessary adjustments of training progress and content. Also, in addition, all the Asus group original facilities should be regenerated to include a canteen, the equipments and rest room. The entire activity requires a period not less than three months.
Implementation of the task is expected to take nine months as shown in the table below
| 09/2014
|
10/2014
|
11/2014
|
12/2014
|
1/2015
|
2/2015
|
3/2015
|
4/2015
|
4/2015
|
|
| Recruit professionals
|
|||||||||
| Regenerate facilities
|
|||||||||
| Develop service standards
|
|||||||||
| Employee training
|
|||||||||
| Communication
|
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4.0 实施时间 人力资源论文代写
华硕公司呼叫中心的重建将遵循精心拟定的时间安排，公司 C.E.O.将给出指示。首先，华硕需要寻找具有相关经验的专业人士，这可能需要不少于两个月的时间。公司在寻找人才的过程中，应明确制定需要制定的服务标准，同时强加于员工的适当方式，这需要另外不少于两个月的时间来完成任务。
在培训课程中，华硕应努力与所有员工保持及时沟通，以便他们在管理层开始对培训进度和内容进行必要调整之前了解他们的看法。此外，所有华硕集团原有的设施都应重新设计，包括食堂、设备和休息室。整个活动需要不少于三个月的时间。
如下表所示，该任务的实施预计需要九个月时间
| 09/2014
|
10/2014
|
11/2014
|
12/2014
|
1/2015
|
2/2015
|
3/2015
|
4/2015
|
4/2015
|
|
| Recruit professionals
|
|||||||||
| Regenerate facilities
|
|||||||||
| Develop service standards
|
|||||||||
| Employee training
|
|||||||||
| Communication
|
5.0 Cultural diversity issues
5.1 Foreseeable cultural differences
Since the UK, USA and China possess cultural differences, it is worthy to note that the employees in the new call centre face problems arising from cultural gap. In this regard, daily operation of the organisation will be threatened if these issues and problems are not solved. Poor call centre for Asus will eventually lead to strong dissatisfaction from the customers. 人力资源论文代写
Some of the possible cultural differences are; Firstly, there is a huge language difference that exists between China with the USA and the UK. Most Chinese employees are not fluent in English because of insufficient training, especially in the oral English. Most Chinese will have difficulties in communicating in English with clients from both the US and the UK. As a result, poor communication will cause slow communication progress, thereby reducing Asus group work efficiency. It is also worthwhile to note that language barrier might lead to the emergence of communication problem thus inaccurate decision making (Hofstede, 1980).
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5.0 文化多样性问题 人力资源论文代写
5.1 可预见的文化差异
由于英国、美国和中国存在文化差异，值得注意的是，新呼叫中心的员工面临着文化差异带来的问题。对此，如果这些问题和问题得不到解决，组织的日常运作就会受到威胁。华硕糟糕的呼叫中心最终会导致客户的强烈不满。
一些可能的文化差异是；首先，中国与美国和英国之间存在巨大的语言差异。由于培训不足，大多数中国员工英语不流利，尤其是英语口语。大多数中国人在与来自美国和英国的客户用英语交流时会遇到困难。因此，沟通不畅会导致沟通进度缓慢，从而降低华硕团队的工作效率。还值得注意的是，语言障碍可能会导致沟通问题的出现，从而导致决策不准确（Hofstede，1980）。
Secondly, both British and American people tends to empower their subordinates whenever solving problems, whereas the Chinese prefers giving instructions towards their followers.
In this regard, the Chinese would always be waiting to give instructions and consequently take actions. This is because of fearing their decisions might prove to be wrong in a way that influences Asus negatively. In contrast, British and American people might assume that the issues or problems have high intensity of threatening organisation benefits during the span of waiting for instructions. Thus, it is clear that the conflicts arsing from these two sides will eventually reduce the efficiency of work and at the end damage existing peer relationship. 人力资源论文代写
Thirdly, most Chinese people are usually concerned with the collective benefits, whereas those of American and British background in many circumstances reveal stronger attention when it comes to individual benefits (Peter et al., 2008). In circumstances of confronting with issues, most Chinese workers show a strong will of supporting their fellow employees while the foil would be reluctant to share their ideas. This approach will influence the harmony within the workplace and at the same time channel all the difficulties with the Asus management.
Fourthly, Chinese people possess different lifestyles and eating habits in comparison to people from America and Britain. For instance, Chinese people dislike fast food, whereas employees from the USA and UK love fast foods (Peter et al., 2008).
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其次，英国人和美国人在解决问题时都倾向于赋予下属权力，而中国人则更喜欢对下属进行指导。
在这方面，中国人总是在等待下达指令，然后采取行动。这是因为担心他们的决定可能会以负面影响华硕的方式被证明是错误的。相比之下，英国人和美国人可能会认为，在等待指示的时间段内，问题或问题具有很高的威胁组织利益的强度。因此，很明显，这两个方面产生的冲突最终会降低工作效率，并最终破坏现有的同伴关系。
第三，大多数中国人通常关注集体利益，而美国和英国背景的人在许多情况下更关注个人利益（彼得等，2008）。在面临问题的情况下，大多数中国工人表现出支持同事的强烈意愿，而陪衬则不愿意分享他们的想法。这种做法会影响工作场所的和谐，同时也将解决华硕管理层的所有困难。
第四，中国人的生活方式和饮食习惯与美国和英国人不同。例如，中国人不喜欢快餐，而美国和英国的员工喜欢快餐（Peter 等，2008）。
5.2 Employees cultural differences solutions
Cultural differences arising in people working in the same company lead to negative impact towards the campaign for reducing carbon footprint. Therefore, Asus management needs to solve foreseeable cultural difference by undertaking the following four imperative measures;
a.Asus group management needs to recognise and also acquire the modest attitude towards the cultural difference. The managers need to comprehend and acknowledge that cultural difference is normal, but they do not need to ignore it in fear context.
b.The company should work on monthly cross- cultural training in order to enable their employees to note all the issues relating to cooperation with people of different culture divide and how to solve arising cultural conflicts within the right time. Furthermore, cross cultural training should inform people on mechanisms of solving various cultural conflicts. Asus in this case scenario can decide to provide training and the same time explain all their cultural contexts. 人力资源论文代写
c.Asus group management should also irregularly organise various types of gatherings such as outings or sports competition for purposes of facilitating understanding of each other thereby improving on the relationship among the workers.
d.Asus management also needs to relook on personal needs that employees possess based on their different cultures arising from expectations and requirements for their accommodation and food.
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5.2 员工文化差异解决方案
在同一家公司工作的人们所产生的文化差异导致对减少碳足迹运动的负面影响。因此，华硕管理层需要采取以下四项势在必行的措施来解决可预见的文化差异；
a.华硕集团管理层需要认识到并获得对文化差异的谦虚态度。管理者需要理解和承认文化差异是正常的，但他们不需要在恐惧的背景下忽视它。
b. 公司应每月开展跨文化培训，让员工注意与不同文化差异的人合作的所有问题，以及如何在适当的时间解决出现的文化冲突。此外，跨文化培训应该让人们了解解决各种文化冲突的机制。在这种情况下，华硕可以决定提供培训，同时解释他们的所有文化背景。
c.华硕集团管理层也应不定期组织各种形式的聚会，如郊游或体育比赛，以促进彼此了解，从而改善员工之间的关系。
d. 华硕管理层还需要根据员工对住宿和食物的期望和要求所产生的不同文化重新审视员工的个人需求。
6.0 Managing global staff
After merging USA and UK call centres with that one of Taiwan, China, Asus management needs to re-establish the new call centre in a way that they are able to solve the language barrier whenever call centre employees are interacting with customers. For success to be realised, the company management should embark on employing employees from different cultures in order to fix the vice. The following are measures that Asus group can adopt in order to manage global worker effectively;
Firstly, the new look China Call centre should be in a position to offer cross cultural training to all the international workers.
This can be realised by quickly learning and understanding Chinese culture before altering their behavioural norms and thinking patterns. It will also build on improving work efficiency of the new Taiwan call centre. Meanwhile, Asus managers should be expected to observe the global employee work performance from time to time thereby judging on whether their work is under the influence of cultural difference, and if yes, the company needs to seek timely support. 人力资源论文代写
Secondly, Asus management needs to relax about the issue of employee competitive salary and welfare in order to inspire and at the same time retain all the global workers. This approach will enable the global employee to realise more money from Asus and at the same time let them feel valued and recognised. This is a remarkable approach because it enables them to grow a sense of achievement thereby continue to work hard.
Thirdly, it is important to develop clear career planning for the global employees. Asus call centre in Taiwan, China needs now to create a good environment for purposes of learning and developing global workers. This will structure a platform for the Asus to emphasise on employees’ career advancement, assessment of career opportunities and at the same time set career objectives (Martocchio, 2004).
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6.0 管理全球员工 人力资源论文代写
在将美国和英国呼叫中心与中国台湾的呼叫中心合并后，华硕管理层需要重新建立新的呼叫中心，以便他们能够在呼叫中心员工与客户互动时解决语言障碍。为了实现成功，公司管理层应该着手雇用来自不同文化的员工，以纠正错误。以下是华硕集团为了有效管理全球员工可以采取的措施；
首先，新面貌中国呼叫中心应该能够为所有国际员工提供跨文化培训。
这可以通过在改变他们的行为规范和思维模式之前快速学习和了解中国文化来实现。它还将以提高新台湾呼叫中心的工作效率为基础。同时，华硕的管理人员应该时常观察全球员工的工作表现，从而判断他们的工作是否受到文化差异的影响，如果是，公司需要及时寻求支持。
其次，华硕管理层需要放松员工有竞争力的薪酬福利问题，以激励并留住所有全球员工。这种方法将使全球员工从华硕获得更多收益，同时让他们感到受到重视和认可。这是一种非凡的方法，因为它使他们能够获得成就感，从而继续努力工作。
第三，为全球员工制定清晰的职业生涯规划很重要。中国台湾的华硕呼叫中心现在需要为学习和发展全球员工创造一个良好的环境。这将为华硕搭建一个平台，强调员工的职业发展、职业机会评估，同时设定职业目标（Martocchio，2004）。
7.0 Financial and economic considerations
Estimation of cost to be incurred in the reestablishment of Asus call centre in China is about five million pounds. From this amount, 01.15 million will be used towards the development and usage of service standards. Recruitment drive which will take a minimum of two months will be at a cost of 0.35 million pounds. Employee training will require at least 1.5 million pounds that will include service skill training, cross cultural training and professional training. The company will also require two million pounds for incorporating new call centre system when purchasing the facilities of restroom and canteen. Lastly, an additional one million pounds is estimated to be involved towards maintenance of normal operation in every year and this is to include electricity, wage, water and rent for an office building.
| Cost of items for reestablishment | Budgets (Pounds) |
| Develop service standards | 0.15 Million |
| Recruitment | 0.35 million |
| Purchase facilities 人力资源论文代写 | 2 Million |
| Training | 1.5 Million |
| Expenditure incurred in operation | 1 Million |
| Total | 5 million |
译文：
7.0 财务和经济考虑
华硕呼叫中心在中国重建的成本估计约为 500 万英镑。其中，0115 万将用于服务标准的制定和使用。招聘活动至少需要两个月的时间，费用为 35 万英镑。员工培训至少需要 150 万英镑，其中包括服务技能培训、跨文化培训和专业培训。该公司在购买洗手间和食堂设施时，还将需要 200 万英镑用于整合新的呼叫中心系统。最后，估计每年还有 100 万英镑用于维持正常运营，其中包括电力、工资、水和办公楼租金。
| Cost of items for reestablishment | Budgets (Pounds) |
| Develop service standards | 0.15 Million |
| Recruitment | 0.35 million |
| Purchase facilities 人力资源论文代写 | 2 Million |
| Training | 1.5 Million |
| Expenditure incurred in operation | 1 Million |
| Total | 5 million |
8.0 Critical analysis of the development process management
Asus Group management requires to focus on time plan of re-establishing the new look call centre in Taiwan China. It requires to note that the tasks and rate of operation will now increase radically. The company needs to monitor and analyse every stage of call centre reestablishment closely for purposes of ensuring that sizeable results have materialised. Working within the set deadline will enable the company to realise development process management.
译文：
8.0 开发过程管理的批判性分析
华硕集团管理层需要专注于在中国台湾重新建立新面貌呼叫中心的时间计划。 需要注意的是，现在的任务和操作率将急剧增加。 公司需要密切监控和分析呼叫中心重建的每个阶段，以确保取得可观的成果。 在规定的期限内工作将使公司实现开发过程管理。
9.0 Conclusion
It is worthwhile to note that the strategy of Asus management to close its USA and UK call centres and incorporate them with the one with their headquarters in Taiwan China is incredible decision. The company will be able to handle skyrocketing operational costs of running call centres in the US and UK whereby taxation and the rate of wage is high compared to that of China. 人力资源论文代写
Reestablishment of a call centre in the Taiwan, China will enable the management to run the company with ease. However, according to the findings, Asus management will encounter cultural differences and the company will require to implement proper training for purposes of addressing the issue. Asus management also needs to embark on ways of handling a global employee in terms of cross cultural training, competitive wage and welfare issue and development of clear career planning towards its global employees. Asus management also needs to configure the entire cost for reestablishment which in estimates is about five million pounds.
译文：
9.0 结论 人力资源论文代写
值得注意的是，华硕管理层关闭其美国和英国呼叫中心并将其与中国台湾总部合并的战略是一项令人难以置信的决定。该公司将能够处理在美国和英国运营呼叫中心的运营成本飞涨的情况，与中国相比，这些呼叫中心的税收和工资率都很高。
在中国台湾重建呼叫中心将使管理层能够轻松运营公司。然而，根据调查结果，华硕管理层会遇到文化差异，公司将需要实施适当的培训来解决这个问题。华硕管理层还需要在跨文化培训、有竞争力的工资和福利问题以及为其全球员工制定明确的职业规划方面着手处理全球员工。华硕管理层还需要配置重建的全部成本，估计约为 500 万英镑。
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