How to implement human resources management and control in parent and subsidiary companies (I)

The main task of the group in human resource management is not to find talents, but to establish a mechanism that can produce talents through the improvement of the human resource system and maintain the healthy and lasting operation of this mechanism. As an important part of the management and control system of parent-subsidiary companies, human resource management is different from ordinary enterprises. The Group's human resources management focuses on strengthening human resources strategic planning, performance management of senior managers, salary incentives and senior talent development functions. (Figure 1: Tasks of Human Resource Management and Control) I. Functions of Human Resource Management and Control For enterprise groups, human resource management and control mainly solves the following problems: (1) Assessment and encouragement to the management of molecular companies; (2) Effective selection and control of personnel assigned to subsidiaries; (3) Group talent echelon construction and succession planning; (4) the connection between the headquarters of the molecular company and the functional module of human resources; At the same time, human resource management and control is multi-level and cross-level. For example, for your group, there are subsidiaries, sun companies and affiliated enterprises, and both subsidiaries and sun companies have business units and grass-roots organizations. Then, while solving these problems, human resource management and control also involves this multi-level and cross-level human resource management topic, which mainly includes: (1) multi-level human resource strategic management and organization (2) succession management, talent reproduction and human capital management system based on multi-level management and control (3) governance and management based on multi-level management and control; Resident management (4) Cross-level human resource management system and function control; (5) Cross-level debriefing and assessment system; Wait a minute. 2. Human resource control mode According to the close control between the group headquarters and subordinate companies, human resource control can be divided into four basic modes: loose management, policy guidance, operational guidance and comprehensive management. "In terms of human resource management, which functions and powers should be placed in the group company and which should be delegated to the subsidiaries" is an appropriate choice for centralization and decentralization of human resource management, that is, the choice of human resource control mode should be coordinated according to the control mode of the parent company and subsidiaries of the group. The management and control of parent and subsidiary companies in different enterprise groups are often different, and the management and control mode of human resources should be coordinated with other management and control of enterprise groups. Next, let's take a look at the human resources management and control model of Hisense Group. There is a very important principle in the human resources policy of Hisense Group: all human resources are uniformly allocated by the human resources department of Hisense Group and are not privately owned by any subsidiary. Because in Hisense's view, only from the height of the group, combined with the unified deployment of personnel such as industrial transformation, structural adjustment and functional adjustment can we give full play to the overall advantages of the group's human resources. In order to strengthen this concept, Hisense publishes company-wide recruitment information through an open internal recruitment information platform to encourage employees to participate in intra-group competition. In addition, when designing major strategic adjustments such as industrial transformation, structural adjustment and functional adjustment within the group, the allocation of internal human resources is mandatory, and all companies involved must unconditionally obey. In addition, in employing people, they emphasize "putting the best human resources on the front line", but the premise of doing so is that talents come from subsidiaries and need to exercise in group companies before returning to work in subsidiaries. Hisense believes that it is easier for employees to consider problems at the group level only if they have worked in a group company. The unified deployment of human resources by the group headquarters has greatly reduced the loss of internal resources. 1997, when Hisense started the air conditioning project, the whole team was directly deployed from the group company and the TV company, and the technology was introduced, put into production and the products went on the market that year. At the same time, a group that introduced air-conditioning technology, its products were listed four years later than them. Gu Kai, director of human resources of Hisense Group, said that the enjoyment of internal resources is the basic premise to ensure the smooth expansion and development of various industries.