Research on Human Resource Planning Issues
Surname: *******
Unit: ******* Automobile Sales & Service Co.
Abstract: The 4S store originated in Europe, where there is a hundred years of automobile development, and it began to enter our country from Europe in 1998. Now the European Union has decided to completely break the long-standing monopoly of the automobile market industry, no longer allow franchising, in order to compress the cost of the circulation area. On the contrary, the Chinese market, automobile 4S stores after several years of brilliance, entered a period of adjustment, although the profits have been greatly reduced, but the car dealers still continue to join in strongly, the car market map continues to expand, the competition is more intense. To ******* area, for example, statistics show that: in 2011 the main city of the new 4S stores, city showrooms and layout of the district and county market outlets up to more than 20.
Faced with the reality of the challenge, as the first element of productivity - people is a very important point. Therefore, for the new or soon to be opened 4S stores, human resources planning will directly determine its fate in the industry "shuffle" after the fate.
This paper takes ******* (*******) ******* Automobile Sales & Service Co., Ltd. as an example to analyze and discuss the human resource planning of newly opened 4S stores.
Keywords: 4S stores, new environment, human resource planning
************** Automobile Sales & Service Co., Ltd. was established in 2003, which is a group of companies integrating sales, maintenance, service and information feedback of centralized high-grade automobiles. The 4S stores operated under its banner have reached four, namely: *******4S store, two *******4S stores, and Guangben 4S store. The ******* Automobile Sales & Service Co., Ltd. discussed in this article is the *******4S store under construction, which is exactly the fifth 4S store of the group company, and also the only 4S store of ******* at present, which is going to be opened in the middle of July, 2011.
I. Status of the Company's Human Resource Efforts
While it was established only 8 years ago, in the past few years, with rich industry experience, good industry background and strong financial strength, ************** has gradually become the leader of the local medium and high-end automobile industry. Through running and financing means, the company has well solved the hardware elements needed for expansion. But in terms of talent software, due to the long talent incubation cycle and other reasons, the formation of the head office and each 4S stores have to face the bottleneck constraints. For us ******* don't 4S store, although still in the preparatory stage but the human resources aspects of the several major problems have been real in front of the eyes.
(A) the company is opening soon, excellent talent "difficult to find"
While in the ******* region ******* county belongs to the stronger economic strength of the county, but so far there is no brand 4S stores officially settled *******, so basically in the local can not find a mature 4S store staff. At the same time, because ******* of the geographical limitations and related urban public **** living facilities are more backward, resulting in ******* outside the 4S store talent is reluctant to join our company. At present the most urgent is the lack of automobile sales consultants and after-sales service technicians: recruited to the 15 sales consultants in the 13 is "halfway" from other industries to the personnel, their business ability and professional automobile sales knowledge and the actual requirements of a large gap; after-sales service personnel in the recruitment of the problem is difficult, sheet metal spraying and mechanical and electrical group work experience and at the same time, also has a big gap between the actual requirements. Mechanical and electrical group work experienced and high theoretical level of the six technicians are all from ******* outside the mid-range and high-end brand 4S store "dig", not only the salary cost is very high and stability is not strong.
(2) the company's overall human resources incentives lack of scientific, systematic
Group companies in the implementation of the pay incentive system in the subordinate 4S stores is not perfect, such as the incentives for the sales consultant, more than a simple low basic salary, plus a single-vehicle sales commission or a single-vehicle sales profit commission incentive method. Make the staff in the peak season enthusiasm is very high, in the low season enthusiasm is very low. Combined with the opening of our **************4S store will face practical difficulties: 4S store radiation range is small, the market capacity is limited, the market reflection is not clear. It is not very realistic to want to raise the company's business volume to a high level in a short period of time after opening. If we apply the HR compensation incentive system of other branches wholesale, without combining the personal growth of employees with the development goals of the company, the high turnover rate of personnel will be predictable.
(C) the internal supply of talent "green"
Currently the company's four S stores human resources management is basically in the traditional personnel management stage, the management level is low, and does not really play the role of human resources management. The so-called human resources department is often synthesized with the administrative department of the administrative personnel department; human resources management personnel are also administrative managers. Managers' work experience and professional level are obviously insufficient. Because of the neglect of human resource management, the quality of personnel can not keep up with the requirements of enterprise development, serious personnel loss, talent gap and other phenomena.
With the development and growth of the group company, the number of its brand 4S stores increased, and each branch began to require the deployment of talents to the early establishment of 4S stores. Talents such as senior sales and senior maintenance within the company began to be stretched to the limit, and new types of talents such as maintenance parts managers and service managers for repair stations also rose sharply. To our ******* preparation, the sales manager is deployed from Wenling *******4S store, the after-sales service manager is deployed from Luqiao *******4S store, the marketing manager is deployed from Jiaojiang *******4S store, the financial controller, administration and personnel manager, customer service center operations manager, general manager, and other important positions in the talent has not been able to be transferred from within the company, can only be transferred from the outside! The "paratroopers".
Two, the root cause of human resources management dilemma
The company's senior management busy all day long, busy for the company's affairs, the reason for this situation: First, the duties of the position is ill-defined, redundancy; Second, there is no reasonable allocation of personnel, a waste of talent; Third, there is no formation of the talent echelon, the talent reserve is insufficient; Fourth, the quality of personnel is not high, the lack of development incentives.
And the fundamental reason is that the company's overall human resources planning lack of feasibility, the development process lacks an in-depth understanding of the company's business and talent structure and scientific prediction. Therefore, if you solve the problem of human resources planning, other problems will be solved.
Three, the new company is about to open, human resource management, how to "save for a rainy day"
As we ************** such a soon to be opened 4S stores, if the company was founded to make the human resources strategy and the company's business strategy is well integrated together, it will certainly be able to seize the first opportunity to successfully obtain a competitive advantage in the marketplace. So how do we formulate human resource planning? In full consideration of the company's internal and external environmental changes based on our research and development of the following human resources planning.
(A) 2011 annual human resources department work plan: the job analysis of each position
Job analysis is the new company post, set and adjust the organizational structure, to determine the main basis for each position salary. Through the job analysis we can understand the company's various departments and positions of the qualifications, job content, so that the next department's work allocation, work interface and workflow design more accurate. It also helps the company's senior leadership to understand the upcoming 4S store departments, each position comprehensive work elements, timely adjustment of the company and departmental organizational structure, expansion and contraction of the establishment. At the same time, it also provides a good foundation for the development of a scientific and reasonable salary system. For example, through the job analysis of each position's workload, contribution value, degree of responsibility and other aspects of a comprehensive consideration, we finally determined that the sales department and after-sales service department is the company's business sector, the pay system is tilted to these two departments. In addition, taking into account the actual situation of ******* geographical area, the hardware of ************** is a standard 4S store, but the staffing differentiates it from several other 4S stores, such as the administrative department and customer service department do not have a department manager in the initial stage of the company, and are directly responsible by the assistant general manager.
Detailed job analysis also gives the basis for human resource allocation, recruitment and providing directional training for employees in various departments.
(2) 2011 human resources department work:
Compensation management
According to the status quo of the Group's other four S stores and ******* the future development trend of the regional automobile sales and service industry, if ************** follow the other branches of the current payroll management system will likely constrain the construction of the talent team, thus bringing a certain degree of long-term development of the company. The long-term development of the company will be affected to a certain extent. Through the understanding of the existing salary status of the personnel of other sister companies, we decided to establish ******* another set of scientific and reasonable salary management system. Based on the principle of "reflecting fairness internally and competitiveness externally", on the basis of the first step of "******* organizational structure setting and job analysis of each position", we combined the salary situation of the same industry in the region and the salary situation of the existing positions of the Group with the knowledge of the salary situation of the same industry in the region and the salary situation of the existing positions of the Group. On the basis of the first step above, i.e. "Organizational Structure Setting and Job Analysis of Each Position", we made a survey by combining the salary situation of the same industry in the region and the salary situation of each position in the Group. It was decided that the salary system would be set as a job skill level salary system, and the salary structure would include: basic salary, performance salary, seniority allowance, education allowance, job allowance, technical allowance, special post allowance and year-end bonus. If individual positions require high salaries for hiring external talents, the general manager is generally authorized by the board of directors to handle the situation according to the annual salary system. However, we suggest that, in order to ensure that all employees are not affected by individual special cases, 50% of the annual salary of the special case staff can be managed by the remuneration management system in the form of a monthly salary, and the other 50% will be considered by the Group as a separate payment method. In this way, it helps to monitor and evaluate the work of the highly paid staff in an appropriate and effective way, and also has a psychological balance for other employees.
(C) 2011 annual human resources department work plan: recruitment and configuration
A new 4S store before the opening of the recruitment and configuration of personnel, not simply open a few job fairs so simple. We have to recruit talents according to the established organizational structure and job analysis of each position in each department to meet the company's opening and later operational needs. Considering that the company has not yet opened, the Human Resources Department should do three things for personnel recruitment and deployment: meet the demand, ensure reserves, and recruit carefully.
Specific implementation program:
1, plans to take the recruitment method: to directional recruitment, taking into account the network recruitment, in accordance with the set of the company's construction progress of the development of the company looking for in-service, but can be left in June to join my company's talents.
Specific recruitment schedule: the long-term maintenance of ******* recruitment website, ******* manpower online recruitment, in order to reserve the talents that may be needed. At the same time according to the demand and website recruitment effect temporary decision to release recruitment information.
Standardize the human resources recruitment configuration, draft and complete the ******* Personnel Recruitment Configuration Regulations. Improve the existing interview process, increase the written test process and personality test process, in order to be able to all aspects of the candidates to recognize.
In the actual operation of some of the problems encountered, we also carried out a timely and effective solution. For some special reasons, such as the company's opening date has been delayed again and again (from February 2011 to July), in order to prevent the loss of some of the original unit has resigned waiting to enter our new company's work, (of which a considerable part of the people were sent to the SAIC-GM training center after the study of the certification of the company's funds), the Ministry of Human Resources in a timely manner and the training of important positions to be signed by the staff of the post subsidy agreements
The company subsidizes 1200 yuan per person per month from March until the official start, and the subsidy is paid in full at one time after the start of the job.
(4) 2011 Annual Human Resources Department Work Plan No. 4: Employee Benefits and Incentives
Welfare is a long-term commitment of the enterprise to the employees, but also a more attractive business requirements. According to the recruitment status of the new company's preparatory stage and ******* the current situation of human resources in the regional industry, we plan to carry out a substantial change in the welfare policy implemented by the head office, so that the company's "people-oriented" business philosophy has been fully embodied, so that the ************** is in an advantageous position in the competition for talent.
Specific programs include:
1, plans to set up welfare projects: staff accommodation and food subsidies, overtime subsidies (the above two reforms and improvements), full-attendance awards, holiday subsidies, social health insurance, social pension insurance, housing provident fund (more than three years of service staff to enjoy the benefits), staff birthday celebrations, quarterly management staff get-togethers, wedding gifts, Year-end (Chinese New Year) gift, etc.
2, plans to develop incentive policies: monthly (quarterly) excellent staff selection and recognition, annual excellent staff selection and recognition, internal promotion and salary adjustment and grading system established, staff rationalization (proposal) award, the establishment of the department of the annual Team Spirit Award, the establishment of the internal competition mechanism (such as sales consultants out of the last place mechanism, service technicians maintenance skills competition). And in the company's formal business quarter after a staff satisfaction survey. Through the survey information feedback results on the company's welfare policies, incentives and then adjust and improve the system.
(E) 2011 Annual Human Resources Department Work Plan No. 4: Employee Training and Development
Employee training and development is one of the enterprises focusing on long-term development strategy must be carried out, but also to cultivate staff loyalty, cohesion of one of the methods. Therefore, based on the prediction of the overall human resource needs of ************** and reference to the situation of other branches, we plan to carry out planned and systematic training and development of employees, so that the company is one step ahead of the talent training.
Specific program:
1, the use of training in the form of: external lecturers to the enterprise; send the need for training staff to external learning; select a number of internal lecturers for internal management and work skills training; buy advanced management science teaching materials to organize internal training of internal trainers; strive to train promising staff to rotate the training; to the old to bring the new training; staff self-training ( Reading, work summary and other ways) and so on.
2, program training content: according to the needs of each department and the company's development needs.
3, training schedule: external lecturers to the company lectures and internal trainer lectures according to the company's development goals and timely arrangement of training.
(F) Human Resources Department work plan: the improvement of the performance evaluation system and operation
The fundamental purpose of performance appraisal work is not to penalize the employees who have not completed the work indicators and do not do their job, but to motivate employees to continue to improve the work methods and quality of work, the establishment of a fair competition mechanism, and continuously improve the efficiency of the organization, and cultivate the staff's work planning and responsibility, so as to promote the development of the enterprise. sense of responsibility, so as to promote the development of the enterprise.
Specific programs:
1, complete the "******* Automobile Sales & Service Co., Ltd. performance appraisal system" and supporting programs written. After the company formally opened that is according to this performance appraisal system for the full implementation of performance appraisal;
2, performance appraisal work involves all departments of the staff's personal interests, so the Ministry of Human Resources to ensure that performance appraisal and pay system links on the basis of performance appraisal to do a good job of performance appraisal of the fundamental significance of the publicity and interpretation of doubt. From the front to guide employees with a positive attitude towards performance appraisal, in order to achieve through performance appraisal to improve the work, the purpose of the correction plan.
Performance evaluation system as a new thing in human resources development, in the process of operation will inevitably appear some unexpected difficulties and problems, the Ministry of Human Resources in the process of operation will pay attention to listening to all aspects of the various levels of personnel opinions and suggestions, timely adjustment and improvement of work methods.
Performance appraisal work itself is a communication work, but also a continuous improvement process. The Human Resources Department will pay attention to vertical and horizontal communication in the operation process to ensure the smooth progress of the performance appraisal work.
Four, conclusion
Ancient saying: everything is in advance, not in advance is invalid. Similarly, the enterprise's human resource management should start from the development of planning. Especially in today's business internal and external environment is changing faster and faster today, good planning helps to reduce the uncertainty of the future. Our forward-looking human resource planning will surely form a benign mechanism for attracting talents, uniting talents, and cultivating and developing talents.
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(3) Professionalism (2nd Edition) . Kenichi Ohmae (Japan) . . translated by Pei Lijie . CITIC Press . October 2010 . P95