How to effectively allocate human resources in enterprises
The management of human resources should be effectively allocated, and people should make the best use of their talents, make the best use of things, and make the best use of their talents to maximize the role of human resources. 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:
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.
Dominant 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.
dynamically adjust
The principle of dynamic means that when the demand for personnel or positions changes, the staffing should be adjusted in time to ensure that the right people always work in the right positions. 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 use often occurs. 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.
Facing inward
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.
An effective method for 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 weak people who are not suitable for front-line production, and enrich the strong people to front-line production posts.
Going up, let the staff of the production line always maintain the trend of being a strong soldier and ensure that the production line 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. Implement the principle of performance appraisal. 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.
How to realize the effective allocation of human resources
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 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-commerce process realizes the standardization of human resource management.
The impact of talent entry and exit on enterprises is self-evident. 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 assessment frequency will inevitably bring "myopia effect" and "halo effect", and with the interference of human factors such as "nice guy", it is difficult to ensure the fairness and justice of assessment work. 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. Multi-angle analysis and application to assist decision-making and support enterprise strategy.
The value of 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 cost of employee management is significantly reduced, and at the same time, employee satisfaction is greatly improved; 3, fully tap the enterprise computer network resources, to information technology to benefit, to achieve benefits.