The art of combining "introduction" with "use"
Personnel appointment emphasizes the matching of people and posts, the right position and the right person. Finding the right person but putting it in the wrong position will make recruitment as meaningless as not finding the right person. Only by recruiting the right talents and assigning them to the right places can effective recruitment be completed. Recruitment and distribution have their own emphasis. Recruitment consists of a series of steps such as demand analysis, budget formulation, recruitment scheme formulation, recruitment implementation and follow-up evaluation. The key is to do a good job of demand analysis. First of all, make clear what people the enterprise needs, how many people it needs, what requirements it has for these people, and through what channels to find these people the company needs. After the goals and plans are clear, the recruitment work will become more targeted. In fact, the analysis of recruitment needs should consider staffing, so that a standard is tailored according to the position, and then the personnel needed by the enterprise are recruited according to this standard, and staffing will be simplified as a procedural link. Recruitment and distribution can not be regarded as independent processes, but two links that influence and depend on each other. Only by recruiting suitable personnel and making effective allocation can we ensure the realization of the significance of recruitment.
Concept definition
fundamental principle
Human resource management should make the best use of people, make the best use of them, and make the best use of them. However, how to realize scientific and reasonable allocation is an important problem to be solved urgently in human resource management for a long time. How can we allocate human resources effectively and reasonably? The following principles must be followed: 1. Principle of energy level correspondence. The rational allocation of human resources should strengthen the overall function of human resources and make people's ability correspond to the job requirements. There are levels and types of enterprise posts, occupying different posts and at different energy levels. Everyone also has different levels of ability and is in different energy level positions in the vertical direction. The allocation of post personnel should correspond to the energy level, that is, the energy level of each person corresponds to the level and energy level requirements of the post. 2. Principle of superiority orientation: human development is influenced by innate quality and restricted by acquired practice. The acquired ability is not only related to my efforts, but also related to the actual environment. Therefore, people's ability development is unbalanced and their personality is diversified. Everyone has their own advantages and disadvantages, their overall energy level, as well as their own professional expertise and work hobbies. The content of advantage positioning has two aspects: first, people should choose the position that is most conducive to giving play to their advantages according to their own advantages and job requirements; Second, managers should also put people in the position that is most conducive to giving full play to their advantages. 3. The principle of dynamic adjustment The principle of dynamic adjustment means that when the personnel or post requirements change, the staffing should be adjusted in time to ensure that the right person always works in the right post. Jobs or job requirements are constantly changing, and so are people. People's adaptation to the post also has a process of practice and understanding. Due to various reasons, the energy levels do not correspond, and non-strong points are often used. Therefore, if you take a position and do a lifelong job, it will not only affect your work, but also hinder your growth. Energy level correspondence and dominance positioning can only be realized in the dynamic process of continuous adjustment. 4. The principle of internal orientation Generally speaking, when enterprises use talents, especially senior talents, they always feel that talents are not enough and complain about the shortage of talents in their own units. In fact, each unit has its own strengths. The problem is that "there are always swift horses" and "Bole is not always there". Therefore, the key is to establish the internal human resources development mechanism and the incentive mechanism for using talents. These two mechanisms are very important. If there is only a talent development mechanism without an incentive mechanism, then the talents of this enterprise may flow out. Cultivating talents from within, providing opportunities and challenges to capable people and creating a tense and inspiring atmosphere are the driving forces for the company's development. However, this does not rule out the introduction of necessary external talents. When you really need to recruit talents from outside, you can't "draw the land as a prison" and cling to the inside of the enterprise.
form
The allocation of human resources not only involves the outside of the enterprise, but also more and more difficult jobs exist inside the enterprise. Judging from the current actual performance, there are three main forms of human resource allocation: 1. This type of configuration of the relationship between people and posts mainly ensures the quality of human resources in various departments and positions in the enterprise through all links in the process of human resources management. It is a form of configuration according to the corresponding relationship between employees and positions. At present, there are generally the following types of employee allocation methods: recruitment, job rotation, trial, competitive recruitment for posts, and last elimination (when the number of employees in an enterprise exceeds the number of posts, or in order to maintain certain competitiveness, the people with the worst ability are laid off and diverted during the trial or competitive recruitment for posts. This is a way to eliminate the last) and two-way selection (when the number of employees in an enterprise is equivalent to the number of positions, the job requirements are often announced first, then the employees are free to choose, and finally the candidates are selected through the positions. This is a two-way choice of configuration). 2. Mobile Configuration Type This is a configuration type that comes from the relative position movement of employees. It ensures the quality of human resources in all positions in the enterprise through the relative flow of personnel from top to bottom to left and right positions. This configuration has three specific forms: promotion, demotion and transfer. 3. Mobility Configuration Type This is a configuration type of employee mobility relative to enterprise positions. It ensures the quality of human resources in various departments and positions within the enterprise through the flow of personnel relative to the internal and external enterprises. This configuration has three specific forms: placement, adjustment and dismissal. How do enterprises allocate human resources 1 Reasonably adjust the personnel structure of the production line, especially the mining line. According to the principle of being lean and efficient, we will adjust the old and infirm who are not suitable for the first-line production, enrich the strong to the first-line production posts, so that the workers in the first-line production team will always maintain the trend of being strong and capable, and ensure that the first-line production personnel can have strong energy to complete various production tasks. 2. According to the actual needs of production, referring to the number and workload of production line personnel, auxiliary personnel are allocated in proportion to ensure quality and quantity, complete production tasks on time, and do not waste labor. 3. For the staffing of ground and government posts, it is necessary to put an end to the phenomenon of creating posts with people. Posts that can take part-time jobs should be merged to ensure the rational use of human resources. 4. Let every employee compete for positions according to their own abilities in an open, fair and just way. Post personnel implement three-level dynamic management. That is, posts are divided into excellent, qualified and temporary posts, and the three-post intermodulation system is implemented regularly according to the actual work performance of each post. Let every employee have both motivation and pressure. 5. In the process of human resource allocation, it is necessary to break the identity boundary between workers and cadres, and truly be competent and mediocre. At the same time, we should also break the concept that college graduates must be assigned to management positions, which can be assigned to some highly skilled workers. Let them give full play to their intelligence and wisdom in practice, and make up for the defects in practice with their theoretical knowledge, so as to promote the technological progress of related posts. 6. When staffing production (work) posts, the old, middle-aged and young people should be combined to give full play to the role of transmission, help and belt. Let the age structure, knowledge structure and body structure of each post conform to the principle of optimal allocation, and let the experienced and high-tech old employees and energetic and strong young employees form a complementary effect to ensure the efficient achievement of the established goals of the enterprise.
The distribution of human resources in the distribution model not only involves the outside of the enterprise, but also more and more difficult jobs exist inside the enterprise. Judging from the current actual performance, there are three main forms of human resource allocation: the relationship between people and posts, which mainly ensures the quality of human resources in various departments and positions in the enterprise through various links in the process of human resource management. It is a form of configuration according to the corresponding relationship between employees and positions. As far as enterprises are concerned, there are generally the following types of employee allocation at present: recruitment, job rotation, probation, job competition, and last elimination (when the number of employees in enterprises exceeds the number of posts, or in order to maintain certain competitiveness, in the process of probation or job competition, the laid-off workers with the worst ability are diverted. This is a way to eliminate the last) and two-way selection (when the number of employees in an enterprise is equivalent to the number of positions, the job requirements are often announced first, then the employees are free to choose, and finally the candidates are selected through the positions. This is a two-way choice of configuration). Mobile Configuration This is a configuration type that comes from the relative position movement of employees. It ensures the quality of human resources in all positions in the enterprise through the relative flow of personnel from top to bottom to left and right positions. This configuration has three specific forms: promotion, demotion and transfer. Mobility Configuration Type This is a configuration type of employee mobility relative to enterprise positions. It ensures the quality of human resources in various departments and positions within the enterprise through the flow of personnel relative to the internal and external enterprises. This configuration has three specific forms: placement, adjustment and dismissal. Combining the above three forms of human resource allocation, to rationally allocate human resources within an enterprise, we should dynamically optimize the allocation of human resources based on the relationship between people and posts, and we can follow the following "dynamic matching model of people and posts": this dynamic matching model mainly includes the following main steps and components: human resource planning The enterprise goal can only be achieved by allocating qualified human resources, and the allocation of human resources requires careful human resource planning. Human resource planning is the preliminary work of enterprise manpower allocation, the dynamic prediction and decision-making process of enterprise personnel flow, and plays a leading and coordinating role in human resource management. Its purpose is to predict the demand and possible supply of human resources for enterprises, ensure that enterprises can obtain qualified personnel in the needed time and position, and realize the development strategy of enterprises and the personal interests of employees. If any organization or enterprise wants to have a qualified and efficient staff, it must carry out human resource planning. Job vacancy application and approval manpower planning is more about the prediction of the number of people needed by the enterprise and the number of people that can be provided within the enterprise. As for which departments and positions are vacant, it is necessary for the heads of all departments to submit job vacancies and applications, and the human resources department will carefully and strictly examine and approve them. If there is no strict audit, or this kind of audit is formally set up but doesn't work at all, it is very likely to lead to the overall population expansion of the company. Therefore, strict job application and approval is the basis of effective manpower planning and effective utilization and allocation of human resources. After job analysis determines the positions to be recruited and the number of vacant personnel in each position, it is necessary to analyze these positions to determine the job tasks, responsibilities and qualifications. In fact, job analysis should be done as a basic work of human resource management, and it is not necessary to wait until there is a recruitment demand. If the job analysis is done well and a standardized job description is formed, then when there is a recruitment demand, it is only necessary to see whether the responsibilities and qualifications of the post have changed with the changes in the internal and external environment of the enterprise. Through job analysis, we can understand the requirements of the post for knowledge, skills and personality, so as to design the indicators of talent evaluation and choose the corresponding measurement tools. Scientific talent evaluation of job seekers can let us know whether he or she is qualified for a certain position. So as to provide a basis for the rational allocation of talents. Because the allocation of human resources in enterprises is mostly completed within enterprises, it will be very beneficial to the development of enterprises to conduct a general survey of human resources through talent evaluation and performance appraisal and establish a talent pool of enterprises on this basis. After job analysis and talent evaluation, it is necessary to rationally allocate the personnel recruited from inside or outside the enterprise, put the right person in the right position, and match the individual with the position. In fact, personal and job matching contains two meanings. First of all, job requirements should match personal qualities; Second, work remuneration should match personal motivation. It can be said that all activities of recruitment and staffing are aimed at matching these two levels and cannot be biased. The reason is not complicated. For example, an enterprise wants to recruit a manager of R&D department, emphasizing what kind of knowledge, skills, talents and experience the candidate must have. There are indeed people with this quality among the candidates. Does this mean that people and jobs can be matched? Not necessarily. If there is a gap between the salary standard set by the recruiting enterprise and the expectation of the candidate, then the personal-position matching cannot be realized. Dynamic optimal allocation: after personnel recruitment and reasonable and effective allocation, human resources must be dynamically optimized through allocation, promotion, demotion, rotation and dismissal, because with the change of internal and external environment of enterprises, there will inevitably be new requirements for post qualifications, and with the passage of time, people working in this position may no longer be suitable for the requirements of this position or their abilities have far exceeded the requirements of this position. Therefore, it is necessary to conduct job analysis and talent evaluation again, and reposition job responsibilities, job requirements and the knowledge, skills and abilities of existing personnel. The rise of the rise and the fall of the fall make the allocation of human resources close to rationality. This is the key factor to realize the continuous optimal allocation of human resources in enterprises. Therefore, leaders, especially the human resources department, should keep track of the changes in the internal and external environment of the enterprise at any time, update the work analysis documents in time, and managers at all levels should have a comprehensive and correct understanding of their posts and subordinates, so as to optimize the human resources allocation of the whole enterprise. After the export enterprises adopt correct measures and means to rationally allocate human resources, the right people will work in the right positions, which will improve the work performance, job satisfaction and attendance rate of employees, thus improving the overall efficiency of the organization. How to implement it
1. Effectively handle the daily work of human resources and relieve the pressure of transactional work. Few human resources practitioners do not work overtime, especially the specific HR business operators in some large enterprises, who are engaged in tedious, repetitive and very heavy workload every day. With the development of enterprises, the workload and pressure of human resources departments are increasing, and the service satisfaction is getting worse and worse. Therefore, it is a key measure to help human resource operators optimize their work mode and improve their work efficiency. In the information system, we can optimize the working mode from three aspects. First, lay a solid foundation for personnel management. The basic staff is trivial and takes up a lot of work. If you get caught up in these complicated things, you will have little time to think about strategy, planning, planning and so on. Employment, transfer and regularization of employees; Transactional work such as salary calculation and payment can effectively improve HR work efficiency and save more time through batch operation and automatic processing of the system. Secondly, using the early warning function provided by the system, prompt the work in time, such as: reminder of the expiration of probation period, reminder of signing two fixed-term contracts, and early warning of resignation intention. It can greatly reduce the time and energy that human resource managers spend on transactional work and free up a lot of time for human resource planning and consulting. Finally, mobilize all employees to participate. Human resources workers often receive telephone inquiries from employees, such as why the salary is less? Which stage of the leave process has been approved? The business manager can consult the personnel information and labor cost information of the department. How does it feel to receive dozens of similar calls every day, month after month? Through the information system, some self-help projects can be inquired by employees and business departments themselves to find out how much wages have been deducted and what the situation of department personnel is, so that similar simple consultation will not take up more time. Really realize the transformation from "transactional human resource management" to "strategic human resource management" and become a real strategic partner of the top management of the enterprise. 2. E-business processes and standardized human resource management have a self-evident impact on enterprises. What kind of people do you need to come in? Who needs to go out in a bad economic environment? If the enterprise assumes that it will lay off employees, will it lay off those with higher annual salary? It's not that simple. An employee's annual salary of 500,000 does bring great cost pressure, but he may have created a value of 654.38+0 billion. What do we do? This requires a good talent entry and exit mechanism to evaluate who should be laid off and what kind of people should quit. First of all, we need to improve the qualification system. The basis of talent entry and exit lies in how to measure the matching degree of this person with his post ability, that is, whether he meets the post qualification. Using the recruitment business platform of eHR system, we can effectively control some key nodes, such as the approval of recruitment requirements, job matching of candidates, interview evaluation and other functions, effectively select talents, and resolve the risks brought to enterprises by blind employment. Finally, standardize the management of contract employment. According to the labor contract law, it is very important to standardize and refine the management of employee labor contracts. Information system can not only record and monitor the labor contract status of employees at any time, but also help enterprises to do a good job in talent cost analysis through real-time statistics. 3. Use the performance system to make performance management more fair and just. Due to the lack of computer assistance, the traditional evaluation model has a huge evaluation cost, and managers have to choose a simple evaluation model. However, a simple evaluation model is bound to be difficult to achieve quantitative and multi-angle measurement and evaluation. Too low examination frequency will inevitably bring "myopia effect" and "halo effect". Coupled with the interference of human factors such as "good old man", the assessment work is fair and just. These headaches for enterprises can be solved by using eHR system. Using eHR system, you can finish the performance appraisal online, automatically calculate the assessment results, and make intelligent comparative analysis of the assessment results from multiple angles to help leaders select outstanding talents. Through the employee self-service platform, employees can also query individual performance appraisal results online. Every assessment result of employees will be recorded in the system, whether it is excellent or incompetent. Through the system at a glance. If there are different opinions, employees can also feedback directly through the system, so that employees can know their performance in time. In addition, the setting of various parameters in the background of the system can effectively control the interference of human factors such as "good people" and "venting personal grievances" and make the assessment results more fair and just. Informatization can help enterprises to better realize process management. When employees carry out performance goals, superior managers must know fairly well and control them well in the process. For example, in this process, employees' good and bad performances can be recorded in the system at any time. The poor performance of the employee affected his work. The superior needs to guide him, give suggestions for improvement and help employees grasp the direction in the process. Data recording of performance process management plays a very important role in performance evaluation. According to the process records, there will be sufficient evaluation basis when evaluating performance. 4. The value of multi-angle analysis, application, decision support and enterprise strategic human resource management is by no means a simple functional application. As an important part of enterprise strategy, the formulation of human resource strategy needs to be based on detailed, objective and in-depth analysis. Therefore, the analysis of human resources is the basis of strategic decision-making of human resources. For the decision makers represented by the general manager, they are more concerned about the overall control of human resource management information, the static structure analysis of human resource status, the dynamic trend analysis of human resource status, the composition of labor costs, the changing trend of labor costs, the proportion of personnel post structure, the matching rate of people and posts, the arrival rate/turnover rate of key talents, employee satisfaction, per capita output/expense rate and so on. To sum up, eHR, as a new concept and mode of human resource management, can effectively realize the efficient management and service of human resources, improve the overall satisfaction of employees and enhance the core competitiveness of enterprises. Through the establishment of eHR system, we can achieve: 1, outsourcing tedious routine work to eHR system, so that human resources workers can make time for more effective strategic work of human resources management; 2. Through the establishment of * * * Enjoy Service Center, the staff management cost is significantly reduced, and at the same time, the staff satisfaction is greatly improved; 3, fully tap the enterprise computer network resources, to information technology to benefit, to achieve benefits.
This paragraph of editing training and development
-Help employees to be competent and tap their greatest potential. For new employees, in order to adapt and be competent as soon as possible, besides studying hard, they also need the help of the company. For on-the-job employees, in order to adapt to the adjustment of company strategy brought about by the change of market situation, it is necessary to constantly adjust and improve their skills. Based on these two aspects, it is necessary to organize effective training to maximize the potential of employees. As far as content is concerned, training includes corporate culture training, rules and regulations training, job skills training and management skills development training. Training must be targeted and take into account the specific needs of different groups of students. For new employees, training can help them adapt to and be competent for their jobs. For on-the-job employees, training can help them master the new skills needed for the post and help them maximize their potential. For the company, training will make the enterprise run smoothly and improve its performance.
Edit salary and benefits in this section.
-One of the most effective ways to motivate employees, salary and benefits have two functions: one is to affirm employees' past performance; Second, with the help of an effective salary and welfare system, employees can be promoted to continuously improve their performance. An effective salary and welfare system must be fair, ensuring external fairness, internal fairness and post fairness. External fairness will make the salary and welfare of enterprises competitive in the market, internal fairness needs to reflect the vertical difference of salary, and post fairness needs to reflect the competency gap of employees in the same position. Fairness of past performance will definitely give employees a sense of accomplishment, and commitment to future salary and benefits will stimulate employees' enthusiasm for continuous improvement of performance. Salary and welfare must be organically combined with material and non-material forms in order to meet the different needs of employees and give full play to their maximum potential.
Edit this section of performance management
-Different perspectives, different results The purpose of performance evaluation is to affirm past performance through an effective system, and look forward to continuous improvement of future performance. Traditional performance work only stays at the level of performance appraisal, while modern performance management pays more attention to the improvement of future performance. The shift of focus makes the focus of modern performance work shift. The effectiveness of the system has become the focus of human resources workers. An effective performance management system includes scientific assessment indicators, reasonable assessment standards, and salary and welfare distribution and reward and punishment measures corresponding to the assessment results. Simple performance appraisal makes performance management limited to the attention of past work, paying more attention to the follow-up function of performance, and can shift the perspective of performance management to the continuous improvement of future performance!
Edit employee and labor relations in this section.
-To realize a win-win employee relationship between enterprises and employees, it is necessary to clarify the rights and obligations of workers and employers at the beginning of labor relations in accordance with relevant national laws and policies and company rules and regulations, and deal with the rights and obligations of workers and employers in accordance with the contract during the contract period. For workers, it is necessary to use labor contracts to ensure the realization of their own interests, and at the same time to fulfill their obligations to the enterprise. For employers, labor contract laws and regulations are more about regulating their employment behavior and safeguarding the basic interests of workers. On the other hand, it also protects the interests of employers, including the agreement on the service period of workers, dismissing incompetent workers according to applicable terms, legally evading labor laws and policies, and saving human capital expenditure for enterprises. In a word, the purpose of employee relationship management is to clarify the rights and obligations of both parties, provide a stable and harmonious environment for the business development of enterprises, and finally achieve a win-win situation for enterprises and employees through the achievement of the company's strategic objectives!
Edit this paragraph summary.
The work of each module of HR has its own emphasis, but each module is inseparable. Just like the biological chain, the lack of any link will affect the imbalance of the whole system. HR work is an organic whole, and all aspects of work should be in place. At the same time, we should constantly adjust the focus of work according to different situations to ensure the benign operation of human resource management and support the ultimate realization of corporate strategic goals!