Concentrate on solving the key problems first. There are many human resource management modules, from strategic planning to recruitment, training, performance, salary, employee relations, corporate culture and so on. There may be problems everywhere, and there are many places to analyze. This article is the data about HR value that I compiled for you, for reference only, and I hope it will help you.
Three data types
Facts that reflect the current situation of human resources, such as the number, structure, education and age of personnel. , can show the basic overview of human resources in an organization in a certain period of time. This kind of data is easy to collect and analyze. Generally speaking, providing this kind of human resources data report every month and comparing it with the data in different periods can give decision makers a general understanding of the current situation of human resources.
Dynamic data reflecting the vitality of human resources, such as recruitment cycle, recruitment completion rate, employee turnover rate, core employee turnover rate, internal turnover rate, etc. Dynamic data can reflect the vitality of an organization in a certain period. Shorter recruitment cycle and higher recruitment completion rate can reflect the organization? Entrance? The health status of. And can reasonable employee turnover rate and low core employee turnover rate reflect the organization? Quit The health status of. Internal turnover rate, such as employee turnover rate, employee promotion or succession plan, can reflect the internal vitality of an organization.
The collection of dynamic data is also relatively easy. The key is that institutions should precipitate data and keep abreast of market conditions. Only through internal and external comparative analysis can we objectively evaluate the vitality of organizational human resources. For example, if it is found that the recruitment cycle of a position has become longer for a period of time, HR and the employing department will sit down and analyze it. It is the decrease of market supply, fierce market competition, deviation of talent positioning or other reasons that can find the countermeasures. This kind of monitoring data is like a barometer reflecting the health status of an organization, which can give managers an early warning at any time.
Analysis data reflecting the quality of human resources, such as per capita efficiency, return on investment in human capital, employee satisfaction, employee engagement, etc. Analyzing the data can help us understand the efficiency of the organization deeply, reflect the role of human resources in performance, and is also an important reference to influence the company's human resources and strategic decision.
The collection and analysis of this kind of data need the support of models and great efforts. At the same time, the analysis of this kind of data is also the most creative, and it has the most reference value for the impact on the organization's business. For example, it is found that the higher the employee satisfaction, the higher the customer loyalty. This leads managers to focus their resources on employee satisfaction and take a series of measures to improve employee satisfaction. Once employee satisfaction declines, managers should review and reflect on the reasons behind it and come up with countermeasures. For another example, it is found that the per capita efficiency has decreased, and it is found that there are more people in the company rather than fewer people through the personnel forecasting model. At this time, what may the company's personnel strategic objectives need to be determined? Increase staff? Turn? Reduce staff and increase efficiency? .
There are standard formulas for per capita efficiency and return on investment in human capital, which need the cooperation of HR and finance. There are also some theories and models about employee satisfaction and employee engagement, such as Gallup Q 12. The key is to choose those models that have been tested by time and many organizations and stick to them in the organization. Only the precipitation of historical data has the significance of comparative analysis.
How to start data analysis
Concentrate on solving the key problems first. There are many human resource management modules, from strategic planning to recruitment, training, performance, salary, employee relations, corporate culture and so on. There may be problems everywhere, and there are many places to analyze. However, resources are limited. To give full play to the role of human resource analysis, we must first concentrate on solving key problems. What's the key question? The guidance or support analysis of the company's strategic needs is the focus, and the problem that most affects the performance at present is also the focus.
Business-oriented human resource data analysis can not be narcissistic, but must serve the business to play a real role. At the same time, people engaged in data analysis also need to have the sensitivity and basic knowledge of sales and finance, so as to connect HR with business more closely.
Starting from the existing resources, the HR department has a lot of ready-made data. Start with these data and do it bit by bit. The data itself is meaningless, and the key lies in how to link the data with the performance. This really requires creativity and energy. Basic statistical methods also need to be mastered.
Stick to it and there will be precipitation. Once you decide to do the analysis work, you must integrate it into the daily business work of HR and arrange a special person to collect and sort out the daily data. Moreover, this work must be persistent, and it is difficult for one person to effectively analyze the data in any time period. The precipitation of historical data within an organization can play a greater role in evaluation and prediction.
Break away from convention and keep innovating. For example, Google found through research that there is a positive correlation between good management and talent retention rate and team performance. They use psychological methods for reference and conduct double-blind interview test to identify the key behaviors of the best managers. The results show that excellent managers need to avoid 8 behaviors and 5 traps. They incorporated these findings into the training plans and tutorials of managers, and provided targeted feedback to managers, which achieved good results. Innovative research like this will effectively improve the professional level of human resource management, thus creating greater value for the organization.
[knowledge expansion]
Baidu human resource management secret
0 1, recruit the best people. What is the best person?
The highest IQ, the best grades? The highest emotional intelligence? Neither.
We believe that the best people have the following three points:
First, what do you advocate with Baidu? Simple? Cultural matching, this is the key.
It is also the focus of our assessment when recruiting people. When this person is well matched with the company culture, the internal communication cost and running-in cost will be greatly reduced.
Second, excellent learning ability.
This is very important for internet companies. The market environment and competitor pattern that enterprises face every day will change greatly. When an enterprise uses a person, it not only uses his advantages in experience, but also his ability to quickly recognize, understand and cope with the new environment in the future. In this way, whether our competitors are Google, Tencent, Ali, or Didi taxi, Express, or Meituan, public comments, etc. We can react quickly.
Third, be competent for your own work and job requirements.
We once argued whether to recruit the best person or the most suitable person. Including the functional team behind us. Finally, we think we should recruit the best talents. Why? We still hope to build an organization that will always make progress and constantly drive ourselves. Self-driven person, he is willing to learn, and can learn quickly and constantly improve himself.
02, give the biggest space Baidu's biggest space is technology.
Give maximum space. The space mentioned here is not only a comfortable control environment and a free commute, but more importantly, it gives him a sense of mission, ideal and technical balance. Any enterprise has advantages and disadvantages.
Baidu's biggest space is the most cutting-edge core technology. Many new employees choose Baidu because it is a paradise of technology. Many people joined Baidu from Tencent, and their greatest feelings and appreciation for Baidu are also here. When the company chooses technology as its core competitiveness, the product team and the operation team will inevitably be affected.
Ali is good at operation, Tencent is good at products, and Baidu is good at technology. This is the company's gene. We said we should give the most space, and we have a lot of space. Some people will make full use of space to grow and play, while others will be restricted. You can't have your cake and eat it.
03. Look at the final result.
Looking at the final result, Baidu is a result-oriented company, and any high-performance company will pursue result-oriented, that is, speak with results, regardless of qualifications and years. , this thing is finally done? In the past year or two, Baidu has been emphasizing the performance appraisal of 2+X mode and the so-called KPI removal.
Why are you doing this? Is to really do it, and measure the output of employees by their contribution and value to the organization. At the beginning of 20 15, some employees of Baidu received a year-end bonus of up to 50 months' salary, and some employees' year-end bonuses ranged from 10-30 months. But if you don't get good grades, there will be no bonus.
Baidu emphasizes differentiated culture and speaks with results.
We also discussed whether to provide employees with interest-free mortgages. This has been discussed many times in Baidu, and it will not be discussed in the end. Why? When you take out an interest-free mortgage, you essentially want to create a common interest for everyone. The welfare of the whole people pays attention to equality, and everyone has the opportunity to enjoy it. At Baidu, we emphasize differentiation, which is different from our culture. Through differentiated management methods, talents can be self-driven and stand out automatically.
04. Two internal lists: potential stocks and elimination list.
In 20 12, following the introduction of search in 360, Baidu successively introduced a number of talent policies and mechanisms, which once again revived Baidu's self-drive and differentiation. In the past, there was no fixed number of years for people at different levels to be promoted.
Now, among front-line employees, if you don't meet the requirements of the company within the specified period of time, we will naturally let you out or give you another chance to transfer. If you don't get promoted the second time, you are out. The company will have a special elimination list.
Of course, the company also has a potential stock plan. If you grow very fast and surpass most people in the company, you will enter the list of potential stocks. The company will give you the greatest resources, opportunities and development space, so that you can run as fast as you want.
05. Performance: Forced Distribution
Many companies will use forced distribution, and Baidu is no exception. 20 12 and 20 13 What did we do when Baidu faced great challenges? Increase the elimination ratio of compulsory distribution. It is not to reduce compulsory distribution in order to protect talents, but to increase the elimination ratio of compulsory distribution. If talents can be divided into one point, two points, three points, four points and five points, we will widen the proportional space at both ends and squeeze the space in the middle.
It turns out that the space in the middle of Baidu is 70-80%. After adjustment, the space in the middle is only about 60%. We encourage better people to run forward, and those who don't meet the requirements of the company will naturally be eliminated. Every year, people with the last performance will be automatically eliminated; If you are in the last two grades in two years, you will be eliminated.
Baidu constantly eliminated people through performance. Of course, if your performance is in the first and second gear in a row, we will have a special merit award to reward a Baidu stock to encourage him to fight and struggle better.
06. Culture: 360-degree evaluation
From a cultural point of view, we make a 360-degree evaluation of culture every year to see how these people perform in culture. If they can't meet the behavior requirements of our company, they will also be eliminated.
In other words, if you don't reach a certain level, you have no chance of promotion, salary increase or higher reward. Therefore, culture, promotion and performance are the three most important mechanisms for us to promote differentiation and make talents stand out.
07. Old people and new people: the normal iteration of talents.
We also discussed the problems of old and new cultures. Old people will be loyal, but when his ability and passion begin to decline, do we choose to keep these old people or take performance as the guide?
Performance-oriented, they worked hard with me; Stay, his ability and passion can't reach the level required by the company. Of course, we still choose performance orientation. Poor ability will naturally be eliminated. It is this mechanism that we use to keep talents iterating. Only in this way can the business maintain such vitality and motivation.
08, small horse-drawn cart
In Baidu, we have a small horse-drawn cart. It is to let some people whose ability and experience have not reached the post level to undertake the work of this post. If he is capable and successful, we will give him a corresponding promotion, inspire him and commend him.
Our CEO, Robin Li, said: In my eyes, there is no hierarchy in any business. As long as you can achieve, hundreds of millions of users and so on, such an indicator of remarkable achievements in the industry, I will think that your business is bigger and will give you corresponding recognition and encouragement. ? So in Baidu, there is no content about the main attack business and the auxiliary attack business. As long as you can do things well, you will be recognized. This is the car being pulled into a cart.
09, colleagues PK each other.
Compared with colleagues around you, are you faster and better than others? Through this horizontal comparison, everyone feels the pressure of their own development and growth in this organization.
Either run like hell or quit automatically. This is the idea of Baidu. We hope that in this way, the best people can quickly run to the front and stand out. Is it true who stopped? Row against the current, if you don't advance, you will retreat. .
10, from smart to excellent
Are smart people excellent people? In Baidu, we used to recruit the best people. We thought he was smart and learned things quickly, but that doesn't mean he is an excellent person. We are also reflecting on what kind of people we think are excellent. Not only smart, not only your innate intelligence, but also many acquired ones.
Baidu has many employees. Because they are naturally smart, they often need to be cared for and cared for. They must succeed and are not allowed to fail. He must have more resources to support them. In fact, when the company grows bigger, it is often not the case.
We also look at these employees' frustration ability, pressure resistance, frustration tolerance and so on, and then let them grow and improve rapidly in this process. We put great emphasis on being smart to being excellent, that is to say, you are not only born excellent, but you run faster than other smart people when you are with a group of smart people.
1 1, external mechanism, stimulating innovation.
When the company reaches a certain scale, how to maintain the innovation gene, how to break down the departmental barriers and let many passionate people and ideas make it? We will also worry about another thing: front-line employees will keep coming up with many new ideas, but we feel unreliable and the company's resources are limited.
So there are many contradictions. Employees say that the company does not attach importance to innovation and the voices and good opinions of front-line employees. Of course, the company will think that these ideas of employees are somewhat unrealistic and of no value and help to us.
In Baidu, we have made new attempts since 20 1 1 in the past four years. You can submit an idea at the beginning of the year, saying what we want to do and what kind of business goals we have, which will take a year to achieve. Then the company will make an evaluation. If you think the method is feasible, you can set up a small team of 10 people to try it.
Every summer, Baidu conducts internal selection. As long as the contribution to the company exceeds expectations, you can get the Baidu stock reward equivalent to 1 10,000 US dollars. This is the so-called mechanism outside the system. Because you are in a normal operation organization system, you are not allowed to do it, because you have your own business objectives and performance requirements.
Every August and September, a grand party will be held in the square in front of baidu edifice, and awards will be given to these excellent teams in recognition of their contributions to Baidu. In the past four years, 1 1 teams won prizes, and we didn't have a cap in the selection. In the first year, only one team won the prize. At that time, according to the standard, no team could win the prize, so the company chose the relatively best team to encourage everyone.
By 20 14, we have evaluated six teams. We didn't say we had to choose five teams or three teams. As long as we meet the requirements and make contributions beyond expectations, we will give rewards and incentives.
12, Dark Horse Innovation Award
We don't. We don't lack anything. What we lack is to put our ideas and creativity into action. A small number of people form a team in twos and threes. If you have a good proposal, you can make a sample, a presentable thing, product or technology, and show it.
Every Friday night, if you have a chance to go to baidu edifice, we will see tables, chairs, snacks and drinks in the rest area, and then people in twos and threes will show their ideas or achievements there. On Sunday, Li Yanhong and our technical or product executives will discuss with them what the future achievements and outputs will look like. On Sunday afternoon, we will select the dark horse prize in this competition, which is the team that we think is the most shining.
The advantage of this mechanism outside the system is that we often have a lot of ideas and creativity. If we put it forward in the department, it is often because of limited resources and scheduled projects that there is no way to allocate resources. But in such a long river, when you have an idea, you can make a sample and show it to our director and VP. This can be better combined with the business and become a part of the project in an instant.
Good ideas and ideas will appear on such occasions and stand out quickly. Baidu has never lacked innovative ideas. We have an innovative mailbox, and countless emails are sent to our chief product architect every day.
Sina made a Weibo, should we also make a Weibo? Tencent has WeChat. Do we want to do WeChat? There are many such ideas, but whether we can achieve real results depends on concrete actions, not just the idea stage. Our inner actions speak louder than our words.
In this way, two days, let everyone state their ideas.
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