1, the strategic link: the strategic direction and goals of the enterprise, the choice of operational strategies and operational modes, is the first consideration of the senior leaders of the enterprise, which is to ensure that the enterprise to do the right thing is a prerequisite for the implementation of satisfactory results, otherwise, the implementation of the power of the good, there will be no excellent performance. These here the author will not elaborate.
2, organizational links: departments and positions in the division of functions and responsibilities must be clear, scientific and reasonable, in line with the need to run business processes, so that employees can perform a clear goal: what things he should do, what things he should not do, as well as a variety of things is how to do, to what extent, etc., the staff to do in their hearts and minds, it is not so inner confusion and Nothing to do. Organizational link is the form of organizational departments, job setup and division of responsibilities, as well as job descriptions, business process maps and so on. However, in some enterprises, some people on their own positions and their main responsibilities are not clear about the phenomenon is very common, the job setup is unreasonable, the phenomenon of functional vacancies and crossover is even more prevalent.
Human resource system premised on goal management
In the design of the human resource system, emphasis should be placed on the integration of corporate strategy, corporate culture and human resource management.
The human resource system after the change of the enterprise is based on the goal management, with key performance indicators (KPI) as the core content, to establish a standardized, market economy-adapted, systematic and strategic human resource system. By analyzing the human resource management system of Jiahe Zibo Management Consulting, it is concluded that the human resource system based on goal management mainly includes:
The first panel Strategic panel Closely following the requirements of the enterprise's strategic planning goals and corporate culture, the planning of human resource system, so that human resource management really becomes the core content of the enterprise's development strategy, and becomes an important support and guarantee for the realization of the strategic goals.
Second Plate Performance Management Plate Establish a performance management system based on job analysis, with key performance indicators (KPIs) as the core and performance management and compensation management as the main content. The means of performance management is appraisal, the core is incentive, and the goal is improvement.
Third plate Employee Development Plate The ****same development of the enterprise and the employees is an important part of the corporate culture, the core content of employee development is the development and cultivation of employee capabilities, the use of the introduction of talent, training and development, career management and other ways and means to continuously improve the overall quality of the workforce.
Third, the design steps of the human resources system based on the management of objectives The design steps of the human resources system can be shown as follows: First, strategic planning of human resources
Second, the analysis of the work carried out
1, process reengineering analysis of the existing process of the enterprise, the structure of a more suitable for the enterprise business and management of the actual process.
2, organizational reengineering The establishment of a new organization and job system, the formation of a perfect "job description". Compact the foundation of human resource management. Third, build a systematic Key Performance Indicator (KPI) system
First, determine the company-level Key Performance Indicators (KPIs);
Second, determine the departmental Key Performance Indicators (KPIs);
Finally, determine the KPIs for each position.
Fourth, build a scientific and reasonable performance management system
"Scientific" means in line with the basic principles of human resource management, "reasonable" means in line with the actual business and management of the enterprise, with strong operability and practicality. The performance management is not only focusing on the results of work, but also on the results of the work. Performance management attaches importance to both the results of the work and the process of completing the work, combining the assessment of results with the evaluation of behavioral performance. Construct a performance management system that meets the operational characteristics of the enterprise.
Fifth, pay changes, the establishment of performance-oriented effective incentive mechanism
The most direct application of appraisal results in the realization of incentives. Mainly include:
1, pay incentives: appraisal results and performance pay, bonuses linked to performance performance performance determines the level of pay;
2, promotion incentives: appraisal results are the basis for job promotion, performance appraisal and personnel management linkage;
3, the development of opportunities for incentives: appraisal results to cash with the staff of the training, cultivation, etc. are closely integrated to expand the space of performance incentives and forms, rich incentive content. and form, rich incentive content.
Sixth, the establishment of a perfect recruitment and selection system
Seventh, the establishment of a perfect staff training and development system
Eighth, improve the human resources management system
Recruitment system combining hard and soft How can the human resources department and business departments perform their respective roles and work closely together in the recruitment?
The human resources department, in order to be able to tell the business department what to do, should establish a standardized system that can help the business department to improve the success rate of recruitment.
First of all, HR must have an accurate qualification plan for the position being recruited, including the three parts of knowledge, experience, and basic information. Such as the most common educational requirements, as well as in the industry experience requirements, for some project-based companies, different nature of the project candidates have extensive experience? How much have they done? These qualification planning requirements are obvious and traceable. HR can find out through background checks, or by reading resumes and asking questions during initial interviews. During this process, HR can ask the business unit to provide a draft opinion of the competency requirements, in order to avoid a mismatch between the results of the recruitment and the position, the process and outline of the structured interviews should also be kept in smooth communication with the business unit at all times.
However, this is only the most basic work, furthermore, the human resources department has to build a "competency model", that is, the examination of the candidate's ability to quality: the candidate's own personality? The first thing you need to do is to get your hands on a new one, and you'll be able to do that. What is the potential? These issues are difficult to see at a glance, even through one or two interviews have a preliminary impression, it is difficult to avoid the errors of subjective judgment, resulting in the conclusion is not objective. Therefore, there must be some kind of test in order to have objective results, which requires the human resources department of different companies according to their recruitment of staff traits requirements, choose some suitable test tools to use. For example, the psychological testing system, the use of such software systems can undoubtedly replace many human subjective factors.
Eight modules of the human resources system
Human resources are divided into eight modules: human resources planning, staff recruitment and staffing, training development and implementation, performance appraisal and implementation, compensation and benefits, employee relations management, career management and personnel management.
Specific breakdown
I. Human resources planning:
1, the setup of the organization,
2, the adjustment and analysis of the enterprise organization,
3, the analysis of the enterprise personnel supply demand,
4, the development of the enterprise human resources system,
5, the preparation of the budget for the cost of human resources management and Implementation; (International Human Resource Management 1, career development theory
2, internal assessment of the organization 3, organizational development and change; 4, plan organizational career development; 5, Comparative International Human Resource Management Overview 6, Development of Human Resource Development Strategic Plan 7, Performance Factors in the Workplace 8, Employee Empowerment and Supervision)
Two, human resources recruitment and allocation:
1, recruitment needs analysis,
2, job analysis and competency analysis,
3, recruitment procedures and strategies,
4, recruitment channel analysis and selection,
5, recruitment implementation,
6, special policies and contingency plans,
7, exit interviews,
8, reduce employee Measures to reduce turnover
3. Human Resources Training and Development:
1. Theoretical Learning,
2. Program Evaluation,
3. Surveys and Evaluations,
4. Training and Development,
5. Needs Assessment and Training,
6. Composition of Training Proposals,
7. Training, Development, and Employee Education,
8. Design, Systematic Approach to Training,
9. Development of Management and Business Leadership; Development of Self and Others,
10, Project management: project development and management practices.
Fourth, human resources performance management: 1, performance management preparation stage, 2, implementation stage, 3, appraisal stage, 4, summary stage, 5, application development stage, 6, performance management interviews, 7, performance improvement methods, 8, behavior-oriented appraisal methods, 9, results-oriented appraisal methods.
V. Human Resources Compensation and Benefits Management: (Compensation, Incentives and Benefits) 1, compensation, 2, building a comprehensive compensation system (job evaluation and salary levels, salary survey, salary plan, salary structure, the development of the salary system, salary system adjustments, labor cost accounting), 3, benefits and other compensation issues (welfare insurance management, the design of the corporate welfare program, the design of the corporate supplementary Pension Insurance and Supplemental Medical Insurance design), 4. Evaluating performance and providing feedback.
VI. Human Resources Employee and Labor Relations: 1. Employment Law, 2. Labor Relations and Society, 3. Industrial Relations and Society, 4. Labor Negotiations, 5. Unionization and Labor Negotiations (Safety, Security, and Health, Safety and Health Programs Safe and Healthy Work Environments Promoting Safety and Health in the Workplace Managing Occupational Health and Safety) Human Resource Management and Competition 1. Resource Management and Competitive Advantage, 2. Human Resource Management issuance as well as the environment, 3. Human Resource Planning, 4. Job Analysis, 5. Personnel Recruitment 6. Training and Development of Employees 7. Employee Performance Appraisal 8. Productivity Enhancement Programs.
Seven, personnel management, including employee entry procedures, employee information files, personnel files, as well as employee rewards and punishments system, is an important component of human resources.
VIII, career management career management is the enterprise through the planning of employees' career, guide employees to fully integrate their own development goals and corporate development goals, and effectively utilize their own strengths to achieve good development of human resources management measures.
Good career management system can give full play to the potential of employees, to give excellent employees a clear and specific career development guidance, from the perspective of human capital value added to achieve the maximization of enterprise value. With the help of educational measurement, modern psychology, organizational behavior, management, career planning and career development theory and other related scientific classic theories, combined with the Chinese characteristics of the enterprise management practice and personal character traits, the formation of a more mature and perfect career planning system.
Effective construction of modern enterprise human resource management system
The development of the concept of human resource management in China basically began in the early 1990s, and the influx of foreign-funded enterprises is the main driving force, within a short period of more than ten years, the overall concept of human resource management and management level has been significantly improved. However, due to the uneven social and economic development in China, there are still great differences in the management concepts of enterprises in different regions and of different natures: a few outstanding enterprises have already established the management system of human resources development and operation, while the vast majority of enterprises are in the stage of transition from personnel management to human resources management, and there are still quite a number of enterprises that have not yet detached themselves from the traditional concept of personnel management. Helping Chinese enterprises to establish an effective human resource management system and realize leapfrog improvement in the construction of human resource strategy, tactics, management system and human resource technology at four levels are the challenges and opportunities faced by all domestic human resource service (consulting) organizations. As analyzed before, it is very important to effectively build a modern human resource management system for modern enterprises, especially those in rapid growth and development. So how can we effectively build a human resource management system in modern enterprises. There are two suggestions:
First, senior leaders in the enterprise to strengthen the concept of human resources management, theory of learning, and establish a correct concept of human resources and human resources management, at the same time, in the enterprise to strengthen the training of employees, to strengthen the staff's awareness of human resources management;
Second, the era of the knowledge-based economy is an era of sovereignty of talent, but also a talent winner-take-all era: the so-called era of talent sovereignty is the era of talent sovereignty, but also a talent winner-take-all era. Era: the so-called talent sovereignty era is the talent has more employment options and the right to work on their own decision-making, the talent is not passive to adapt to the requirements of the enterprise or work. Enterprises should respect the talent's right to choose and work autonomy, and stand in the perspective of the intrinsic needs of the talent to provide human resources products and services to win the talent's satisfaction and loyalty. Talent is not simply through the labor to obtain wage income, but with the capital owners *** enjoy the fruits of value creation.
The so-called talent winner-take-all contains two meanings:
One is that the higher the quality, the more scarce, the more popular talent resources will get more and more opportunities to choose jobs, the higher the remuneration they receive.
The second is that the more unique talent resources advantage of enterprises with market competitiveness, the easier to attract and retain talent. Knowledge-based employees and professional entrepreneurs become the dominant elements of enterprise value creation, with the right to claim surplus value. This is the basis of talent sovereignty. The scarcity of talent, huge value-added space and high return on investment in human capital, making capital chasing talent, talent selection capital, knowledge employment capital (Bill Gage's emergence is the sign of knowledge capital over monetary capital). In the era of talent, the core task of human resource management is to build the advantage of intellectual capital and maintain the uniqueness of this advantage.
How to improve the implementation of human resources performance management system
The enterprise's human resource management, like the management of finance, quality, production and so on, must be formed into a system in order to ensure the effective and complete performance of its functions. Therefore, proper human resource management must be a block management within the framework of the human resource management system, and the establishment of a human resource management system is a prerequisite for effective human resource management work.
Ring 1: Improve the organizational structure and establish a constraint mechanism
To fully understand the enterprise's short- and medium-term plans for three to five years, especially the enterprise's development goals and the strategic means to achieve this goal, only when the enterprise's goals and strategies are clear, can it be possible to design an organizational structure sufficient to achieve the objectives of the enterprise and to match them. The establishment of the enterprise organizational structure is the fundamental basis for human resources management.
In particular, the human resources organization must be perfect, otherwise it will not be able to talk about the enterprise's entire human resources assessment of the work carried out.
In the establishment of the payroll system at the same time, the development of probationary transfer management methods, new personnel and promotion of personnel assessment mechanism will be formed; the development of change management methods, the scope of demotion, leveling, upgrading and salary adjustments, etc., the internal flow of talent channels will be open; the development of the separation of the management methods and contract management methods, the implementation of the payroll system reliability will be established, and with these, the constraints on the talents of the mechanism will be formed. With these, the constraints on talent mechanism is formed. Session 2: clear job levels, compiling job descriptions
Organizational structure after the establishment of a good, corporate management model is determined, including job setup, departmental division, work interfaces, management routes, organizational hierarchy and hierarchical relationships and so on on the definition of a clear. In order to ensure that the tasks of the positions set out in the organizational structure can be achieved, it is necessary to further make clear provisions for the management of all positions in the organization's level, responsibilities, rights. Therefore, based on the organizational structure of the enterprise, it is possible to establish a grade list, and with the grade list, the basis for the development of the salary system. How to do a good job level analysis? This is a key point.
1. General information analysis Job title: standardization of job titles, in accordance with the provisions of the relevant job classification, naming, or the prevailing naming methods and habits to determine the name of the job. Job code: each job is coded according to a unified code system. Work location.
2. Job specification analysis: the main purpose: a comprehensive understanding of the work as a whole.
(1) work task analysis: clear, standardized work behavior, such as the central task of the work, the content of the work, the degree of independence and diversity of work, methods and steps to complete the work, the use of equipment and materials.
(2) work responsibility analysis: through the understanding of the relative importance of the work, equipped with the appropriate authority to ensure that the responsibility and authority correspond. Try to determine the responsibility and authority in a quantitative way.
(3) Supervisory and organizational relationship analysis: to understand the work of the collaborative relationship and affiliation. Including: direct superior, direct subordinate, the work of the constraints of those jobs, subject to those jobs, in those jobs within the scope of promotion or transfer, collaborative relationship.
(4) workload analysis: the purpose is to determine the standard workload. Such as labor quotas, workload benchmarks, work cycle, etc.. 3. Work environment analysis
(1) the work of the physical environment: that is: humidity, temperature, illumination, noise, vibration, odor, powder, space, oil stains, etc., and the staff and the contact time of these factors.
(2) the safety of the work environment: work hazards, labor safety and health conditions, susceptibility to occupational diseases, prevalence and degree of harm. (3) The social environment: including the number of people in the work group, the number of interpersonal effects required to accomplish the work, the relationship between departments, cultural facilities inside and outside the workplace, social customs and habits.
(4) Conditions of employment: including the number of hours of work, wage structure, method of payment, benefits, official position of the job in the organization, opportunities for promotion, seasonality of the work, opportunities for further training, etc.
4. Analysis of the conditions of employment
(1) Education and training Degree of education and training, education and training experience, education and qualifications.
(2) Professional skills Knowledge of the use of machinery and equipment, material properties, process, operating procedures and methods of operation, selection and use of tools, safety technology, business management.
(3) Industry experience Operational ability and practical experience necessary to complete the work task. Including: past experience and performance in similar work; decision-making, creativity, organization, adaptability, attention, judgment, intelligence, and operational proficiency required to perform the work.
(4) psychological quality to complete the job requirements of the occupational aptitude, including: physical aptitude, that is, the incumbent should have walking, running, crawling, jumping, standing, rotating, balancing, pulling, thrusting, eyesight, hearing, etc.; temperament aptitude, that is, the incumbent should have the patience, attentiveness, composure, diligence, honesty, initiative, responsibility, dominance, emotional stability. Only a comprehensive analysis of the job level, in order to post an effective and comprehensive appeal, elaboration.
According to the organization chart and grade list, according to the position of each position in the management organization, the task given, the function that must be achieved, the responsibility, the necessary qualifications, etc., it can be positioned on the work of each position, prepared as a job description.
And then the content described in the job description, first assess whether there are omissions is complete, vertical and horizontal whether to maintain a good connection, the responsibilities conferred on the position corresponding to whether or not it is necessary to make appropriate adjustments to the content of the job description; and then job analysis, assessment of the size of the workload to determine the number of people in this position, analysis of the entire management structure of the number of people needed, then complete the posting of the number of people. The number of people needed to analyze the entire management organizational structure, you will complete the posting and scheduling.
Only by clarifying the grade and post, can the next step of the assessment work be carried out.
Session 3: the establishment of the division of authority, improve the assessment system
According to the job description of the post, understand the work of the post affairs, in order to successfully complete the affairs, it is necessary to provide for a variety of affairs of the operator, reviewer, reviewer and approver, etc., of course, not all the affairs need to be completed through the four links, and some as long as three or two links can be done so that the formation of the division of authority table. The formation of the division of authority table. With the division of authority table, the completion of a variety of affairs of the workflow has also been established, at the same time, the work interface between the positions is also clear, the positions are divided according to the provisions of the authority table to do the work, the standardization of business processes to achieve.
According to the job description and the authority table on the job, responsibility and power of the provisions of the post, combined with reference to the enterprise's goals and objectives of each stage of the decomposition of the tasks of each post, and consider the work of the post of the primary and secondary and light weight and other weighting of the division of work, it will be able to formulate the assessment of the management of each post. With the assessment and management approach and implementation, the staff work performance of good and bad at a glance, the enterprise according to the results of the assessment of the implementation of the various positions of the staff to reward the good and punish the bad, the enterprise's incentive system will be established.
Only a clear division of authority, in order to clarify the duties and obligations, in order to further improve the human resources appraisal system of the relevant checking standards and promote the appraisal work.
Session 4: the development of payroll system, the establishment of a protection mechanism
Through the understanding of the basic salary level of the same industry in the region, understanding of the enterprise's profit-generating capacity and the principle of distribution, to assess the rate of growth of corporate profits, according to the requirements of the labor law, according to the requirements of the enterprise's staffing requirements, you can prepare the total budget of the enterprise's payroll and the annual growth program, and then with reference to the grade level of each position, responsibility, nature of work, intensity, difficulty, environment, importance and other factors. With reference to the grade of each position, responsibility, nature of work, intensity, difficulty, environment, importance and other factors, we can delineate the salary level of each position and the growth ratio, and then decompose the total salary of each position into base salary, allowances and performance awards and other items to ensure that the salary has a fair and reasonable, upward and downward flexibility and growth margin space, the enterprise's payroll system will be established. According to the enterprise's employment purposes, as an extension of the salary system, the staff's employment, health, charging, housing, children's schooling and other corporate policies to be clear, the development of a welfare management approach, from the emotional aspect to attract and retain talent, so that employees can live and work in peace and happiness, the staff's security mechanism is formed.
Only by improving the payroll system and protecting the rights and interests of employees can we better retain employees and motivate them to serve the company.
Session 5: compilation of manpower planning, protection of talent reserves
According to the job description of the post qualification requirements and the requirements of the enterprise posting, the existing staff and the set of posts one by one, it will be easy to find out which posts have surplus personnel, which posts need to be adjusted, which posts must be eliminated, which posts need to be supplemented, which new posts, which posts need to be adjusted, and which posts need to be replaced, and which new posts need to be replaced. Supplementary, what are the new positions, at what time to set up, in the future need to reserve, adjust and eliminate which people and so on, it is clear. As a result, the enterprise's human resource planning is clear.
In order to ensure that employees can synchronize with the development of enterprises, but also in order to adapt to the requirements of higher positions in the enterprise, the level of the employees themselves must be constantly upgraded, therefore, must make an annual budget of investment in education for employees, and then according to the budget and the growth of employees' needs, according to the different grades, different departments, different time and other factors to develop a training program. Targeted to give employees for the current position and higher positions of knowledge and skills education, the implementation of training, the results of the training of employees and salary, promotion and other opportunities linked to the purpose of talent training reserve can be achieved.