Entrepreneurs should make a reasonable plan for human resources demand according to the entrepreneurial strategy. The human resource planning of a new enterprise refers to: according to the entrepreneurial strategy, analyzing the supply and demand of human resources in the industrial environment where the new enterprise is located, formulating necessary policies and measures, ensuring that there are an appropriate number of competent candidates to do the work they should do within the required time period, and creating a good working environment for them, so that "people" and "things" can be organically combined to give full play to their talents.
Human resource planning is beneficial for enterprises to achieve the following objectives:
(1) is helpful to predict the situation of manpower surplus or shortage.
(2) It is conducive to obtaining and retaining the appropriate quantity and quality of talents needed by enterprises.
(3) It helps employees to improve their personal work skills.
(4) Arrangements conducive to personnel turnover.
(5) It is beneficial to cooperate with the operation plans and work arrangements of other departments.
Human resource planning is a dynamic management process of the balance between supply and demand of enterprise demand personnel. So when planning, we must consider the external environment, strategic planning, financial budget and so on. Enterprise, and then predict the supply and demand of enterprise human resources, and then compare the supply and demand sides. If there is a balance between supply and demand, there is no need to adjust, otherwise appropriate measures should be taken to adjust both sides to achieve a balance.
Entrepreneurship is often initiated by one person or several people, and it is often difficult to cover a variety of technologies or management work. But no matter what kind of enterprise, it needs employees at different levels and in different fields. The choice and development of human resources is to select suitable personnel from external human resources and constantly improve their comprehensive quality in many aspects. This is mainly achieved through recruitment and training.
Job analysis, also known as job analysis, is to find out the nature, tasks, responsibilities and skills and knowledge needed to perform a certain job through a series of procedures. After the analysis is completed, a series of job descriptions can be compiled in the organization, which is very beneficial to the human resource management of the organization.
At the beginning of starting a business, the company has suitable candidates and good training to help them give full play to their special skills, which will naturally get twice the result with half the effort. At this time, we should pay special attention to the establishment of incentive mechanism.
Entrepreneurs have the passion to start a business, and they pass this passion on to the entrepreneurial team, thus forming the entrepreneurial spirit. Then the entrepreneurial team should instill this entrepreneurial spirit into all employees through various incentives, so that they can actively and creatively implement their entrepreneurial plans and achieve their entrepreneurial goals.
What can entrepreneurs do to inspire all entrepreneurs, including entrepreneurial teams? Usually, incentives include three aspects: target incentives, spiritual incentives and material incentives. Goal motivation is to stimulate employees' enterprising spirit by constantly setting new goals or letting employees set new goals for themselves, so that they can always pursue and innovate; Spiritual encouragement is to cultivate employees' sense of collective honor and provide spiritual motivation for their work by giving them various spiritual rewards; Material incentive is to provide employees with wages greater than or equal to their salaries. For enterprises in the early stage of entrepreneurship, the demand for funds in all aspects is huge, and it is impossible to spend a lot of money to motivate employees. Therefore, the proportion of goal motivation and spiritual motivation is more important than material motivation.
Entrepreneurs, especially technicians, often have strong enterprising spirit and achievement motivation, and most of them want to display their ambitions in their own professional fields. For them, achieving achievements, gaining fame and displaying talents in the professional field is exactly where they realize their ideals, which is stronger than pursuing material things. Therefore, it is more spiritual encouragement to create a relaxed working environment for these people and ensure that they can freely display their talents. In addition, the technical patents and proprietary technologies of technicians can also be converted into shares as a form of capital contribution, which is not only a form of company property rights, but also a good incentive mechanism. As a high-level enterprise management organization, the entrepreneurial team can not only distribute the income of the enterprise to its team members in the form of monetary income, but also implement the incentive mechanism of equity and options. The specific method of equity distribution is to convert part of the income of the startup enterprise into enterprise shares and distribute them to the startup members, or to set up management shares so that the startup members can enjoy the operating income of the enterprise in the form of enterprise shares.
Of course, there are still some traditional but very effective incentives. For example, a commercial bank allocated more than 200,000 yuan of luxury houses to the first batch of entrepreneurs at the beginning of their business. The only condition is that employees can use it for free if they don't quit, otherwise the enterprise will take back their residence. In the early days of starting a business, this practice has played a role in stabilizing the morale of the army, so that employees have no worries and will work hard. It can be seen that this is not only an incentive method, but also a good way to retain talents.
As an entrepreneur, especially as the leader of a company, it doesn't mean that you have to do everything yourself, because after all, you are leading a company, an enterprise, not a small workshop. And some leaders may like to do everything personally at work, hoping that everything in the company will be completed smoothly through his efforts. But in fact, this kind of wish is good, but the result is often counterproductive, or even counterproductive.
First of all, your energy doesn't allow you to do this. Because a person's ability and energy are very limited, even if you don't rest for 24 hours and work hard every day, there will always be many things in your company that you can't take care of. What's more, you can't do this all the time, because after all, you are only one person, and you also need a rest and an ordinary life.
Secondly, although you founded the company, it doesn't mean that the company is yours alone; To say the least, even if the company you started is your own, what's the use of hiring so many subordinates? There are so many people at different levels below you. What will they do if you do everything?
Thirdly, if a person does everything, many subordinates in the company will have opinions and bad feelings about your practice. Because they also have their own enterprising spirit, doing so is equivalent to making them exist in name only in the company, making their existence meaningless, thus thinking that you are a person with a strong desire for power, and then generating resistance.
Of course, there will be some subordinates who are lazy and negative because you have done things for a long time. You should ask questions and do things for them. Over time, they will be negligent in thinking, and they will wait for your "savior" when they encounter a slightly difficult job, which will greatly reduce the vitality of the company.
Therefore, as a leader, if you don't want to do such things that are not worth the loss, then when you first take office, the first thing you should do is not to solve one specific thing after another, but to get to know your subordinates, see their work characteristics and work specialties, fully mobilize their work enthusiasm, and then arrange suitable jobs for them according to their work characteristics and work specialties, and catch some major events that affect the future and destiny of the company by yourself.
The so-called division of labor and decentralization means that you should concentrate power, delegate power, and delegate the position, power, responsibility and goal of the four-in-one to the corresponding responsible persons at all levels. This is the key to your employment. "Everything must be decided" and "everything must be done" is the practice of leaders in feudal times, but in business, this is the old workshop-style management method of family, which is no longer used in modern enterprise system.
There is a saying in western management circles that "responsibility has no right to live in hell". If you hand over the power to your responsible subordinates, you will let your subordinates do their best and improve the efficiency of your company management. This is an effective manager and leader. Therefore, Kanic, a western management scholar, once said, "When a person realizes that asking others to help him do a job is much better than doing it by himself, he takes a big step in life."
There is an old saying in China, don't doubt people, but don't doubt them. This requires us to fully trust our subordinates and let them go to work. If you don't trust them, don't use them, but use them with confidence. Don't be jealous of people who are better than yourself, and don't worry that "high work will cover the Lord." Some leaders or bosses are always worried that their subordinates are better than themselves, so they dare not trust their subordinates completely. This is a very stupid behavior.
Carnegie himself doesn't know much about the technological process of steel manufacturing and steel production. However, he has more than 300 steel elites, who know this aspect better than him, and Carnegie's outstanding point is that he is good at employing people. Carnegie specialized in attracting people better than himself to gather around him, which was the most important reason why he finally ascended the throne of American steel king.
Contrary to Carnegie, Henry Ford and his grandson Henry Ford III are called the kings of American cars. The main reason for the ups and downs of Ford Motor Company in the market is the company's employment.
The Ford family made a fortune by making cars. Henry Ford, the founder of Ford Motor Company, was born in a peasant family. /kloc-When he was 0/6 years old, he went to Detroit and worked as a worker in Edison Lighting Company, a great American inventor. At that time, the car was just born. Starting from 1899, Ford founded the automobile company twice, and both ended in failure. The reason for the failure is that old Ford is both the owner and the manager of the enterprise, and lacks professional knowledge.
1903, Henry Ford partnered with several peers, hired an expert James Kuziens as the general manager, and founded the Ford Motor Company for the third time. All the cars he produces are named after him, so Ford is famous all over the world.
After Kuzines took office, with the support of Old Ford, he took three major measures, namely, market forecasting, cheap products and establishing a sales network. In this way, in less than seven years, Ford Motor Company became the largest automobile manufacturing company in the world, and Mr. Ford himself won the title of "king of automobiles".
1943 After Ford II died of illness, 80-year-old Ford recruited his grandson Ford Jr., who worked in the navy, as the company's vice president. Ford III served as the president of the company at 1945. After Ford III took office, he quickly revived Ford, which lost more than $9 million a month. After 35 years of operation, he kept the position of the second largest automobile company in the United States handed down by his grandfather. The innovative measures he took are as follows: First, he broke the tradition of family rule and began to hire external management talents with heavy money, giving them the right to work in practice and providing them with information that was originally only for family members' reference without reservation. Because the managers hired from outside can grasp the situation in time and have full power to make all kinds of necessary decisions, the company has embarked on the road of hope since then.
Secondly, the leadership system has been reformed from centralized system to decentralized system. The company is divided into 15 autonomous departments, and the managers of each department are fully responsible for the work of the department, and can also make various decisions according to actual needs and specific conditions.
Third, it has opened up foreign markets. At the beginning of the 20th century, Ford Motor Company was the largest automobile company in the United States and even in the world, and its business climbed step by step, showing a prosperous scene.
Twenty years later, the position of American automobile king gradually gave way to American General Motors. How did the decline of Ford Motor Company come about?
Mainly, the leadership system of modern enterprises has undergone four major changes: paternalistic administrative leadership "hard experts" (that is, those who are proficient in enterprise production technology)-professional "soft experts" (that is, those who are familiar with enterprise management)-expert group leadership. Every change has brought impetus to science, technology and production. All enterprises that conform to this trend have developed to varying degrees, on the contrary, they have experienced setbacks and failures. Ford I didn't follow suit, violated the inherent laws of leadership system and economic management, and was carried away by the development of enterprises. 19 15, he dismissed Kuziens, implemented personal dictatorship and returned to the first stage-paternalistic leadership system. Old Ford monopolized everything in the company and abolished the manager system. The top management of the company is only a nominal organizational form, and has become his "private secretary" to some extent. He has the final say on all important decisions, all personnel arrangements, all production and trading affairs of the company. The company has no management department and has not held any seminars or lectures. This paternalistic leadership system has caused great confusion in company management. Among the more than 500 senior staff in the company, none of them graduated from college. This situation accelerated the deterioration of Ford. At the same time, old Ford went his own way and refused to listen to advice. Anyone who disagrees is regarded as a thorn in the side, which makes some capable people leave one after another. Moreover, Ford's model production is very single, similar to the old Ford's stubborn and conservative style. This approach is in stark contrast to GM's approach. Therefore, it is inevitable that GM can replace Ford's dominance in the future.
In the early years of Ford III's term, the popular policy of "selecting and appointing talents" turned the company's business into a profit. But a few years later, he thought he had "graduated" and successively dismissed the presidents of prichard, Condson, Miller, Iacocca and other companies, and he regained all the power of the company. However, when enterprises entered the expert group leadership system in the 1960s, Ford III repeated the mistakes of his grandfather and became more and more arbitrary. This violation of the leadership system not only hindered the development of Ford, but also greatly reduced its turnover. His way of employing people is that he thinks the company is his family's business and he is the owner of this family business. He must have the final say and never allow his subordinates to "cover the Lord with high achievements." When he feels such a threat, no matter how much contribution or credit this person has made, he must be dismissed. Ford III has been in charge of the enterprise for more than 30 years, and it cannot be said that it is a big problem in employing people. By 1983, Ford finally changed hands and was no longer a private enterprise of the Ford family.
From the positive and negative examples of Carnegie and Ford, we can see that whether an enterprise employs people correctly or not determines the success or failure of an enterprise. Only by "division of labor and decentralization" can the management of enterprises be "comprehensive" and the cause can flourish. Therefore, a sound and scientific employment system is the life of an enterprise.