First of all, the company should take seriously the suggestions made by any employee and organize relevant personnel to evaluate the rationality of the suggestions. All reasonable suggestions that can be implemented must be arranged for counterpart departments to implement.
Second, business leaders should establish a harmonious communication mechanism with employees at all levels, and do a good job in releasing and uploading information. Enterprises should encourage employees to dare to tell the truth and express their different opinions. Enterprises should create a harmonious relationship between superiors and subordinates, and leaders of enterprises should let every employee know and understand the key points of current work, and leaders should be polite and considerate of people's feelings. If enterprise leaders and employees at all levels agree, enterprises will have a solid foundation and become stronger.
Third, leaders should strengthen their understanding of employees' work content. It takes a certain amount of time to do every job, especially those with high technical content and strong professionalism, and the time will be longer. Don't rush for success after the leaders arrange their work, and don't despise the work of employees, otherwise the results will be unsatisfactory.
Fourth, regarding decision-making, enterprises should establish a management consultation mechanism, especially for major issues related to the development of enterprises, we should listen to the opinions of the masses extensively, brainstorm and demonstrate the rationality of decision-making from multiple angles. A person's ability is limited, and experience is sometimes thoughtless. Smart people sometimes nod their heads? Besides, we are not wise. As leaders, we should pay more attention to collective wisdom, especially front-line leaders, who have first-hand information and can make reasonable suggestions for decision-making.
5. Company leaders should delegate power to management personnel to improve their management ability. Power is a tool of governance. To appoint a person as a leading cadre, he must have the corresponding power and ability. A manager without power is not a real manager, and his work efficiency will never improve.
Six, the company should pay close attention to the work scope of each department and the post responsibilities of employees to make a clear definition, just like the demarcation between the two countries, there will be war if the definition is not clear. That department should be responsible for the task, so it should be responsible for it to the end. Of course, some work can be done by other departments on the premise of how to save costs.
For me. Departments can help each other, but we must distinguish between you and me. Who will do the work is a question of ability and level. Otherwise, we can't get rid of the situation of unclear responsibilities and chaotic management. If all departments reduce their mistakes to a minimum, the final product can meet expectations.
Seven, leadership arrangements should be based on the department or group as the standard, to distinguish between jobs, must not see who catch who, arbitrary arrangements. It is a taboo for management to let Li Si do what Zhang San should do. Any position has its own requirements. Those who meet the conditions will be promoted, and those who do not meet the conditions will be dismissed. Knowing that Zhang San is not suitable for this position, he just put him in this position and made him? Don't seek politics for them? That's a problem with the way the company employs people. Do more, get less, do less, get a lot. Eat it all? Cauldron rice? Management will never get on.
Eight, the company should pay close attention to the construction of management system. Ever since I came to this company, I have had objections to the company's management system. I also expressed my attitude at the beginning of 2006, but I just said it casually at that time, and no one paid attention at that time. Now, the leader has put me in this position, and I am responsible for my own work. The management system of our company has the following shortcomings:
1, the number of systems is too small. As an enterprise with a certain scale, it is impossible to cover all the work contents without hundreds of management systems. Our system is less than one third, and there are very few systems established according to law. Cultural industry is a highly professional industry, and there are many relevant laws, regulations and standards to restrict its activities. The competent authorities also require the establishment of relevant management systems, but we have not done enough in this regard.
2. Put the cart before the horse. System is a style of writing, and it is a legal standard for superiors to bind subordinates. Since it's called? Company management system? You should establish a management system at the company level. Our management system should be formulated at the departmental level, which is obviously a kind of? Wrong direction? . The company system can be implemented in the whole company, but the department system can only be implemented in the department. The departmental system must be formulated in accordance with the company system, and there must be a primary and secondary relationship.
3. The form is patchwork. System is system, which is different from post responsibility. Don't confuse concepts. Job responsibilities belong to human resource management? Performance appraisal? Category is what a job description should have, and it must not be added to the system.
4. Before the system is formulated, the company leaders should come up with opinions or plans, especially the quantitative content.
This needs to be decided by the leaders. For example, the original painting department of the company can be polished once a month or twice a month, but the number of times should be determined according to the intention of the leader, which is more in line with the requirements of the leader in implementation. Otherwise, it will be difficult to implement if it is not recognized.
5. In the process of formulating the system, it is necessary to clarify the work of each post, comprehensively consider and formulate the corresponding system, and strive to make the system cover all the work contents. After the system is drafted, it shall be reviewed and approved by the competent leader of the company.
6. Once the system is formulated, everyone in the company, including leaders, should learn and master the system and strictly abide by it. But at this point, our company has not done well enough. If the system is formulated, the leaders will not take responsibility by themselves, set an example first, and do not set an example later, employees will naturally violate the rules. The hard-earned system has become a piece of waste paper, and management has returned to chaos.
Nine, the company should seriously consider the construction of human resources. Human resources include job analysis, human resources planning, employee recruitment and selection, labor relations, performance appraisal, salary and welfare, employee motivation, talent training and development, etc., and are indispensable. If the company still maintains the existing piecemeal management mode, I suggest canceling the performance appraisal in name only and putting more time into the existing work.
X. The company should attach importance to talent development and talent protection. The competition of enterprises is the competition of talents, and no one will be without money. We always emphasize? People-oriented? We attach importance to talents, but judging from the brain drain rate of the company in recent years, our management still stays on the slogan. For example, excellent original painters are the talents we need, but we don't protect and utilize them well. Originally, excellent original paintings can be completed for more than 300 seconds per month, but actually only completed about 150 seconds, but they did not put all their energy into it.
XI。 If the department before 20xx is still in charge of these tasks, I suggest that the company add new people to the department before 20xx and draw a mirror separately to enhance its strength before 20xx. The extroversion is unstable, ensuring that the company has enough workload. 12. It is suggested that the company organize managers to inspect large enterprises in 20xx, learn advanced management modes extensively, and open up new ideas for enterprise development.
Personal Suggestions on Company Management Part II The following are my own simple ideas, which may not be mature enough, and some are one-sided and subjective.
First of all, talk about large and medium-sized state-owned enterprises. These enterprises started early and are all state-owned, so the general human resources departments are relatively perfect. But as we all know, the promotion opportunities in state-owned enterprises are slim, because state-owned enterprises? Perfect? Our human resource management system provides a good opportunity for experienced employees. Welfare? At the same time, it also restricts those employees who work at the grassroots level all the year round. Can the promotion mechanism within state-owned enterprises refer to the promotion mechanism of government departments? You only go up, not down, unless you make a mistake, you are not motivated, and you take the initiative to leave? However, we have to admit that the human resources management of state-owned enterprises is becoming more and more mature, and the implementation of each module is also very strict. Enterprises pay more and more attention to the human resources department.
Secondly, let's talk about foreign-funded enterprises. We all know that the concept of human resource management originated in foreign countries, so it can be seen that foreign enterprises have long regarded human resource department as one of the strategic departments of enterprises, because the concept of talents abroad is still very advanced compared with that in China, so I will not explain the human resource management of foreign-funded enterprises here.
Then I will talk about my personal views on human resource management of private enterprises in China. First of all, I admire the founders of some private enterprises, because most private enterprises grew up in the loopholes of planned economy and market economy, and the hardships and risks of starting a business are enormous. Moreover, now private enterprises have initially possessed the sense of self-reliance and behavioral ability to rely on the market, and have initially possessed the conditions to become real market operators. In addition, private enterprises in the initial stage are mostly formed by individual investment or voluntary combination of like-minded colleagues, which determines that enterprises adopt a management model dominated by personal reward centers and families. Entrepreneurs have a profound influence on the formation of enterprise management characteristics, and their personal charm and appeal become the main source of enterprise cohesion, which plays a decisive role in ensuring high decision-making efficiency and initial enterprise cohesion. The growing private enterprises want to expand their business on the one hand and improve their internal management on the other. Most private enterprises are only in the stage of understanding and exploring human resource management. For example, they think that performance management is a circular management process of assessing the performance of employees in completing tasks and achieving goals, and then linking the assessment results with wages and bonuses, and then stimulating employees' enthusiasm for work and maximizing corporate profits. At present, most private enterprises only conduct performance appraisal on employees in salary distribution. In fact, under certain circumstances, performance management can be transformed into an incentive to mobilize the enthusiasm, initiative and creativity of employees on the basis of encouragement and growth. What is the basis of effective performance management? In return? Corporate culture, through employees' participation in the whole process of enterprise management,
So as to discover talents, rationally use talents, enrich and tap the potential of talents, and realize the relationship between enterprises and employees. Win-win? .
Therefore, the human resource management concept of most private enterprises in China market is still in a vague exploration period. Although many enterprises are speeding up the improvement of human resources departments, it is difficult to break some original interests and nepotism that have existed in enterprises for a long time. This essentially restricts the development of human resource management concept. From the recent campus recruitment seminars held by many enterprises, I found that the management of human resources departments of these private enterprises is the same, from the production of corporate publicity.
The presentation from the film to PPT is nothing more than how perfect the various departments of the enterprise have been through continuous efforts, how fast the enterprise has developed, how ambitious the future development vision is, how open-minded the employment concept is, and how fair the promotion mechanism is. Does the human resources department of every enterprise really link the management of this department with the fate of the enterprise? Simply handle some labor relations, personnel transfer, recruitment training, etc. , can only solve the problems on the surface of the enterprise. If the human resources department is really valued by enterprises and recognized by all departments, it should start from the human resources department itself. Some people don't understand why people engaged in human resources-related work have low incomes. Most of the reasons are that enterprises have not seen the substantive role of human resources departments in enterprises. On the other hand, the human resources department failed to make substantial achievements for the company's top leaders and other departments to see. Of course, it is difficult for human resources departments of many state-owned enterprises to do this. This is the contradiction of human resource management in China enterprises today.
Many enterprises claim to attach importance to talents and human resources departments. I also know that college graduates are concerned about what the enterprise will provide them in the process of job hunting. Pay attention? (The emphasis here includes salary, welfare, development space, etc. ), but how many graduates choose to jump out of their previous jobs in a short time? Looking for him in the crowd? Company? Especially for graduates engaged in human resources-related work, I haven't really been exposed to related jobs for a long time now, and I may not understand why so many seniors quit. I think part of the reason is personal problems, and part of the reason is that the conditions provided by the human resources department are far from my original naive ideas.
The above is just a personal opinion, please forgive me for some offense and personal subjectivity between the lines!
Analysis on the Development Trend of Enterprise Human Resource Management
Speaking of. Personal? Analysis, I think even if it is analyzed, it is only similar to what is written on the internet, because after all, what I have learned from books is far more than what I have accumulated from practice. Then the following can only be scripted!
First, the concept of human resource management changes
? Without satisfied employees, there will be no satisfied customers? , became the * * * knowledge of foreign business circles. Looking up the cultural system of long-term successful foreign enterprises, it is not difficult to find that these enterprises regard their employees as their most precious wealth no matter what language or expression they use. People-oriented? Management concept regarded as the core of the enterprise; It is not difficult to find that these enterprises have abandoned the mode of supervision and control and turned to the mode of leadership and encouragement.
In the final analysis, these changes stem from the change of human resource management concept, that is, employees are no longer regarded as? People who avoid work and like to be lazy? , but as? People who are willing to take responsibility and can guide and control themselves. . The change of human resource management concept is actually a reflection on the traditional assumption of human nature, which is not only the result of the progress of behavioral science and the change of social environment, but also the result of the emergence of a large number of knowledge workers and customer-oriented enterprises.
Result. There is no doubt that respecting, understanding, trusting and caring for employees is crucial to the future success of an enterprise? Genes? .
Second, the change in understanding of human resource management
With the increasing contribution rate of knowledge to enterprises, human resource management has been paid more and more attention, and it has begun to rise from the transactional level of maintaining assistance to the strategic level of gaining competitive advantage. Strategic human resource management? From theory to reality in a larger scope and to a greater extent. Human resource management has increasingly become a matter closely related to managers at all levels (including line managers at all levels and even CEO) in enterprises, and is no longer just a matter of human resources departments; The human resources department has also moved from the background to the front desk. It is no longer just the executor of the enterprise development strategy, but plays a role in participating in and even leading the decision-making process of the enterprise strategy.
For example, Cisco Company of the United States requires human resource management experts to participate in every M&A to conduct an all-round investigation and evaluation of the human resource status of M&A goals, and M&A operations have been stranded more than once just because M&A goals are incompatible with Cisco's corporate culture and the workforce is difficult to integrate. As Cisco President Chambers said: We are not so much merging enterprises as merging talents? .
Third, changes in the direction of human resource management
How can strategic human resource management be really implemented? Influenced by the theory of total quality management and process reengineering, American business circles put forward? Customer orientation of human resource management? New concept. In some advanced American companies, senior human resources managers have begun to regard the human resources management department as a strategic business unit (USB), and try to define business content according to their customer base, customer needs and technologies to meet customer needs.
Fourthly, the change of human resource management thought.
At present, foreign advanced enterprises regard human resource management as a long-term systematic project, and attach importance to the mutual connection and support from employee recruitment, screening, employment to leaving the enterprise; Before introducing every policy or adopting every strategy, we should consider whether it is conducive to the realization of the strategic objectives of enterprises and the improvement of employees' work efficiency.
Verb (abbreviation of verb) changes in the focus of human resource management
With the rapid change of technology and the expansion of knowledge workers, the focus of human resource management has shifted from the original emphasis on usability to the emphasis on development, and it has become a trend to establish a human resource management system centered on core competence. More and more enterprises realize that organizational learning is the main way for human resource management organizations to continuously improve and maintain environmental adaptability, and begin to devote themselves to the construction of learning organizations and strengthen the management of knowledge. The effectiveness of organizational learning and the contribution rate of knowledge have become indicators to measure the performance of human resources.
An important criterion. At the same time, career design and succession planning have become indispensable management tools for enterprises to retain core employees.
The reform of human resource management means of intransitive verbs
Since the 1980s, faced with the fact that employee loyalty has generally declined, but the contribution rate to enterprise development has been increasing, human resource management has also moved from conventional management to innovative management, and innovations in management methods have emerged one after another. In terms of incentives, not only the salary system based on posts and positions has changed to the salary system based on performance, skills and abilities, but also long-term incentives such as deferred income, stock options and profit sharing have been derived for the sustainable development of enterprises and the satisfaction of employees' development needs, as well as more personalized spiritual incentives such as job enrichment, participatory management and flexible working hours.
Seven. Changes in the scope of human resource management
Traditional human resources are mainly limited to the behavior management of employees and the management of working hours; Modern human resource management has begun to consider all the factors that affect employees' job performance, greatly expanding the scope of human resource management. Paying attention to the quality of family life and work life, and paying attention to the balance between family and career, is considered to be a modern management concept that is more in line with human nature and is more conducive to improving employee engagement, and has also been fully reflected in employee incentive plan and career design.
Eight. Changes in the field of human resource management
Economic globalization has made the global market more and more closely linked. On the one hand, multinational corporations and even global enterprises have become the leading forces in the world economy; On the other hand, strategic alliance and virtual organization have become new important organizational forms. Correspondingly, the boundaries of human resource management have changed from clear to vague, from closed to open. International human resource management and flexible organization human resource management have become new fields of human resource management. Breaking through the traditional enterprise boundaries and geographical boundaries, cultivating global concepts and teamwork spirit, and implementing effective cross-cultural training and management will become the challenges that human resources management of enterprises in the purple century must face.
Nine. The change of human resource manager's ability
The emergence of human resource value and the promotion of its status make human resource management a decisive content in enterprise management, which also puts forward higher ability requirements for human resource managers themselves. The human resource management team of modern enterprises should assume four roles at the same time, namely, the participant of strategic planning, the executive manager, and the expert of personnel and administration. Instructor and supporter of employee development, advocate and spokesperson of organizational development and change.
The above is the development trend of human resource management in the future of enterprises analyzed in books and online. I think these analyses should be more authoritative and specific.
Personal suggestions on company management Part III 1. Shenzhen is divided into three districts, and each district is assigned a person in charge, so as to distribute the construction sites as evenly and reasonably as possible, save the personal expenses of supervisors and improve their real-time work efficiency. The person in charge of each district is equipped with a digital camera, which is paid in advance by the head office and deducted from the fine later.
2. Each area shall be controlled by 2-3 people, and the supervisor shall conduct separate inspection at ordinary times and collective inspection twice a week to effectively rectify the key and difficult construction sites. During the collective inspection, one person is responsible for taking photos, and the other person is responsible for issuing a ticket and notifying the project manager on the spot. It is suggested that 40% of the fine should be turned over to the head office as the year-end reward, 30% as the quarterly reward for the project manager and supervisor, 20% as the activity fund of the engineering department, and 10% as the personal reward. This will make the reward and punishment clear, which not only promote the enthusiasm of the new project manager and supervise the fine, but also accumulate funds for the company's year-end activities.
3. At every regular meeting, the district leaders will announce the amount and list of fines in their own districts, broadcast photos of illegal construction and register them in detail, so as to inquire whether the project manager will make similar mistakes again. Those who have been notified three times in a row in the first quarter shall be dismissed. As a warning to other project managers.
4. Praise the well-managed project manager every quarter, show photos at regular meetings, record the amount and time of rewards, and observe whether the project manager has regressed in his future work. And bring the project manager with poor management ability to the excellent project manager to visit and study on the spot.
5. The person in charge of each district shall make statistics on the project manager's return list and the number of declared model houses every week, and reward the project manager with good performance.
6. At each regular meeting, the heads of each district make a summary speech on the work of each district, recommend their excellent project managers and introduce their management experience, so as to facilitate communication and progress.
7. The supervisor should submit a work report every week, track the good and bad project managers in this area, and talk with relevant personnel to help them make progress.
8. Give the designer's supervision to the engineering department. The supervisor shall conduct spot checks on the drawings and quotations, and report to the project manager to punish the designer if any conventional errors are found. The owner's payment is tracked by the designer and supervised by the supervisor. If the owner refuses to pay the project payment without justifiable reasons, the supervisor will urge the designer to write a dunning notice and stop work at the problem site in time to control the further expansion of the loss.
9. Give the supervision right of the material warehouse to the engineering department. The supervisor shall track the quality of materials used in the construction site. If the construction period is affected by the materials delivered by the material warehouse, the supervisor shall report to the Engineering Department to punish the material warehouse.
10. The supervisor has the right to punish the project manager, material store and designer. If each unit refuses to accept the punishment opinion, it can be reported to the customer service department for review. If the customer service specialist confirms the problem, the responsible person will be punished twice.
1 1. Each district supervisor shall appoint a project manager at the construction site in each district. If the project payment is not recovered due to project quality problems, the supervisor shall bear joint and several liability.
12. The supervisor holds a meeting once a week to exchange work experience, collect and sort out new technologies and materials, and report them to the Engineering Department for approval before implementation.
13. The supervisor should take advantage of his work to visit and study the construction site of other decoration companies. When he sees a well-built team, he should report to the engineering department and register. The manager of the engineering department is responsible for contacting and recruiting talents for the further development of the company.
14. The supervisor should strictly investigate the speculation of the project manager. Once found, the company immediately fired and confiscated all funds and commissions, in order to improve the project manager's sense of responsibility for the existing work.
15. There are two commissioners in the customer service department, who are responsible for investigating the customer's family background, collecting factual evidence and tracking major issues. And the handling of related problems is registered and filed for the training and study of new employees.
16. Management fees should be clearly divided into supervision fees 1.5% and management fees 1.5%. Each is responsible for collecting relevant fees.
17. The company should strictly grasp the working attitude. Employees can't treat doing their job well as giving someone face, and can't meet friends and leaders. They're just in a good mood. When you meet ordinary employees, you will give them a look or deliberately delay their time. They will set up a special report mailbox for the general manager, who will follow up and investigate the relevant personnel.
18. Organize the management status of the company and assign various responsibilities to people. The middle-level cadres and employees of the head office should play a practical role. They should not try their best to find some achievements to please senior leaders every day, let alone let the project manager go to the head office to do things. Do you have to worship a bodhisattva when crossing a temple? Situation.