Question 1: How to quickly improve the efficiency of human resource management and reduce heavy work?
The inefficiency of human resource management is a typical headache for many enterprises. Once the enterprise scale reaches a certain level, the basic affairs of human resource management will increase greatly, such as salary accounting and payment, insurance management, personnel entry, post adjustment, resignation, contract management, attendance management, report statistics and other routine affairs. "Overwhelming" the human resources department, overtime has become the normal work of many HR, which is easy to make mistakes and affects employee satisfaction. "Managing people, managing things and managing people's unconsciousness" is a joke of some human resources workers.
Question 2: How to adjust the salary and realize the unity of the interests of enterprises and employees when the labor cost is rising rigidly?
In the era of rising wages, how to make a reasonable salary adjustment plan is a challenge faced by many enterprise human resources managers. For employees, it is difficult to answer the question of who to pay and how much to pay. On the contrary, the salary increase may create a new imbalance and dampen the enthusiasm of employees. For enterprises, if the salary increase of the whole enterprise cannot be reasonably determined and the increase of labor costs cannot be well controlled, then profits will be eroded.
Question 3: How to avoid the implementation of the human resources system is not in place and the risk is out of control?
Many enterprises have established a relatively perfect human resource management system, but they have encountered great problems in the implementation of the system. Especially for some group enterprises, due to the cross-regional and cross-level development of enterprises, although the headquarters has established a perfect system, it can not be effectively copied and implemented in subordinate enterprises.
The system has not been implemented, resulting in huge management waste; At the same time, it also increases the risk of enterprises, especially since the implementation of the new labor contract law, it has put forward very high requirements for the standardized implementation of enterprise human resource management system.
Analysis of the reasons, on the one hand, because of management inertia, the implementation of any new system needs to correct past habits and behaviors; On the other hand, due to the lack of effective landing tools, because "the law is helpless", the implementation of the system needs processes and tools.
Question 4: The enterprise requires HR to be a business partner. How to achieve this?
Most bosses attach importance to human resource management, but they always feel that the performance of HR is not satisfactory. The business department complained that HR did not understand the business and the policies and systems formulated were not targeted. Employees think that HR management is inhuman and has little effect except attendance, salary, assessment and irregular training. HR is busy with trivial daily work all day, does not understand the real needs of the business department, has a little knowledge of the strategic planning of the enterprise, and has doubts about its own value.
Question 5: How to strengthen employee communication in the face of post-80s and post-90s employees?
The post-80s and post-90s employees have become a new generation in the workplace, and the general comments of this group are "unable to recruit", "quick slip", "bad job", "flamboyant personality" and "pursuing freedom". A Vanke executive once said with emotion: "After 80s and 90s, our management experience for more than ten years will be zero."
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? Business managers may often ask people in their own departments for information, such as attendance and cost information. Every day, every day, every month, I receive dozens of similar phone calls, which is terrible. How can I talk about extra care for employees born in the 1980s and 1990s?
Question 6: How to attract and retain core employees and avoid brain drain?
Key talents are the main creators of enterprise value, and 80% of the achievements in enterprises are often completed by 20% of key talents. They have professional skills and key resources, and their loss will have a great impact on enterprise management.
Key talents are scarce resources, which are increasingly becoming the main target of talent market competition. Therefore, the management and development of key talents has become an important strategy of enterprise management.
How to effectively attract and retain key talents and avoid brain drain has become a matter of great concern to human resources departments and enterprise managers.
Question 7: Performance management is difficult to implement and there are many business complaints. How to implement the assessment?
The larger the enterprise scale, the more difficult it is to comprehensively and deeply promote performance management; The longer the time span of enterprise strategic objectives, the more difficult it is to decompose the objectives into departments and posts, and the strategy is seriously diluted; The middle level of the business department regards performance management as extra work, which has great resistance and difficult assessment; We can't apply the performance results to the promotion and career development of employees, which requires higher objectivity and fairness.
Question 8: How to solve the problem of personnel arrangement and realize the matching between people and posts?
Enterprises lack clear standards and basis for employing people, and mainly rely on patting their heads to make decisions, which can not objectively evaluate the ability of personnel, limiting the scientific nature of employing people; Employees can't make clear the positioning and gap of personal ability, can't carry out targeted ability improvement and can't combine with personal career development; Although enterprises are aware of the importance of personnel training, they can't improve its effectiveness, rely on training unilaterally, and staff training often lacks pertinence.
Question 9: Leaders cannot do without financial statements. What analysis reports should human resources give to leaders?
On the one hand, once the high-level needs a data, the human resources department will be in a hurry and work overtime immediately, and the data is likely to be lagging behind and unable to achieve real-time dynamics; On the other hand, all kinds of data supporting high-level decision-making are scattered, random and temporary, and many enterprises have not yet established a scientific human resource index system; Senior leaders can't grasp human resource data in real time, which reduces the effectiveness of decision-making and weakens the status and importance of human resource management.
Question 10: How can all levels of a group enterprise achieve the unification of management, coordination and sharing, so as to avoid the helplessness of one management and death?
The group enterprise has a huge organization, wide geographical distribution and scattered information, so it is impossible to grasp the whole picture of the group human information in real time; The control of labor costs, such as the total wages of the group, is weak, and the group headquarters cannot calculate labor costs accurately and timely; The management level of human resources practitioners in different units of the group is uneven, and there is no unified communication platform, so it is difficult to learn from each other and manage collaboratively; If the group headquarters formulates a "one size fits all" unified human resource management system, there is no difference for subsidiaries, and subsidiaries lack the motivation and vitality to adapt to the rapidly developing business and market, leading to "unification will die"; If the group overemphasizes the differences of subsidiaries and lets them "play freely", it will be difficult for the group headquarters to realize the effective deployment of human resources and scale effect, resulting in "chaos as soon as it is released".