First, macro-control, overall control, and do a good job in the group's human resources planning.
In accordance with the requirements of establishing a modern enterprise system, and on the premise of further rationalizing the human resources management authority of the group company and its subsidiaries at all levels, do a good job in the overall human resources planning of the group company. Make a comprehensive investigation on the human resources of the whole group, make scientific analysis and evaluation from three aspects of quantity, quality and structure, and predict the supply and demand of human resources in different development periods of the group, so as to provide basis for the group to formulate long-term plans for recruitment, training and personnel deployment.
Second, establish a multi-level talent recruitment and selection system to ensure the group's entry into the customs.
Talents are huaqiang group's greatest wealth, and the door of the Group is always open to talents. In order to attract outstanding talents for our use, the Human Resources Department of the Group has formulated a multi-level talent recruitment and selection system according to the development strategy of the Group to ensure that the Group can recruit talents that meet the development needs of the Group. The recruitment system of the group is divided into two parts: external and internal. Internal recruitment takes the form of promotion and job-hopping, which makes employees fully aware of the development opportunities existing in the enterprise and is also an incentive for employees. When internal recruitment cannot meet the needs of enterprises, the group will consider recruiting from outside. External recruitment is mainly through the internet, media and other forms, according to the strict procedures and employment standards of the group company to screen candidates.
In addition, in order to reserve talents and make talented young people stand out, the company will select reserve cadres within the whole group, and professional talent evaluation institutions will conduct examinations and evaluations. The short-listed candidates will be included in the talent pool of reserve cadres, trained through training, attachment training, etc., and transported to leadership positions at all levels when conditions are ripe.
Third, strengthen the evaluation of human resources and establish a flexible and fair employment mechanism of "being able to go up and down"
1. Establish a scientific, systematic and strict performance appraisal system. In order to scientifically evaluate employees' performance and provide a basis for human resources management activities such as training, salary management and personnel promotion, the Group Human Resources Department has formulated a systematic performance evaluation system on the basis of job analysis. The assessment cycle of employees is refined to once a week, and the work of ordinary employees is quantitatively assessed by line managers every week. Employees and line managers can communicate about problems and difficulties in their work at any time through 0A. The average monthly score of employees is the assessment score of the month. At the same time, conduct a comprehensive performance appraisal for the employees of the headquarters of the group company every year. The assessment results of employees serve as the basis for training, deployment, promotion and salary management.
2. Establish a job rotation system to realize the rational allocation of human resources. According to the results of performance appraisal and post evaluation, a reasonable talent exchange system is established in various forms, such as competition for posts and superior distribution, and the talent market within the group is gradually formed, so that the personnel within the group can flow freely, and all kinds of personnel can be trained in various ways, thus cultivating interdisciplinary problem-solving ability, activating "talent precipitation" and realizing efficient allocation of human resources. At the same time, it has gradually explored a way to cultivate compound talents.
3. Establish a mechanism of employing people who can go up and down. On the basis of comprehensive and objective assessment, boldly use talents with high quality, strong ability and good moral character, promote them to important positions, and give full play to their potential. For those who fail the examination, job transfer, training promotion, adjustment, etc. will be implemented according to the specific situation, and an employment mechanism will be truly formed.
Fourth, attach importance to the development of human resources, comprehensively improve the overall quality of employees, and establish a talent structure that meets the requirements of the group's development and industrial structure.
The development of group companies urgently needs a group of intellectual elites who are good at business management, capital management, investment development, technology development and market development. In addition to external recruitment, the group company attaches great importance to internal training. By establishing an educational mechanism that conforms to the development of the Group, we will strive to cultivate a team of management talents and employees who are familiar with Huaqiang's corporate culture and are well versed in internal management. To this end, the Human Resources Department of the Group Company has formulated a staff training plan, and established three training systems: new staff training system, professional skills training system and management ability development system.
1. Strengthen the business knowledge and management skills training of the on-the-job middle management backbone of the Group. Every year, the Group takes short-term training courses and seminars to train the on-the-job middle-level backbone of the Group, so that they can systematically master the necessary business management knowledge such as enterprise strategic management, financial management, marketing, human resource management, production management and information management. At the same time, it is necessary to train management skills in time, so that they can master the necessary skills of managers such as target management, performance management, training subordinates, communication and coordination, improve the management quality with "planning and organization" as the core, enhance the professional quality of middle-level management backbones, and strive to build a professional team of managers. In addition, seminars are held from time to time to broaden the horizons of middle managers and update their concepts.
2. Pay attention to new employee training. The Group focuses on training new employees every year. By learning Huaqiang's history and corporate culture, we can understand the company's rules and regulations and job skills, so that new employees can change their roles as soon as possible.
3. Strengthen the selection and training of the group's reserve talents. Through self-recommendation, recommendation, examination and inspection, a group of young talents are selected from within the Group on a regular basis and brought into the Group's reserve talent pool, and focused on training in the form of centralized training, attachment training and job rotation, so as to establish a talent echelon of the Group.
4. Pay attention to the business skills training of grass-roots employees. Through internal seminars, internal seminars and overseas training, help employees update their knowledge, improve their business skills and improve their performance.
Fifth, establish a multi-level incentive mechanism with material incentives as the core to enhance enterprise cohesion.
1. Establish a salary system based on performance. Deepen the salary distribution system of employees in the group and adjust the salary structure. Through post analysis and post evaluation, establish a strict and systematic post salary system, reduce the proportion of fixed salary, increase the proportion of performance salary, closely link salary distribution with personal performance, and truly implement pay according to work, so that employees with strong ability, heavy responsibility and great contribution can get reasonable returns; At the same time, explore the establishment of a salary system for operators and implement an annual salary system for operators. While ensuring the internal fairness of salary, we have established a salary adjustment mechanism in the same region and industry, and paid attention to maintaining the external competitiveness of salary.
In a word, looking ahead, we are full of hope. A few romantic figures still look at the present, and Huaqiang's future depends on every Huaqiang person and those who are about to become Huaqiang people. Huaqiang's door will always be open to talents, and Huaqiang will try its best to build a performance stage for talents, so that everyone can give full play to their talents and make Huaqiang a home for all kinds of talents to realize their self-worth.