Project name: strategic compensation and performance appraisal project in a hospital.
Project overview:
The entrusting party is a large-scale comprehensive Grade A research and design institute focusing on engineering design, which has made great contributions to the development of China's nuclear industry. Since 200 1, the company has shown a high-speed growth trend, with sales, profits and other business indicators doubled, and employee income increased by 1.5 times, but it is also facing severe market challenges.
In order to meet the needs of enterprise development strategy and realize the promotion of enterprise management, Beijing Luozheng Junce Enterprise Management Consulting Co., Ltd. was hired to carry out the human resource management promotion consulting project. During the concentrated consultation period of 13 weeks, with rich consulting experience, Lu Zhengjun's consultant completed management diagnosis, strategy summary, organizational structure design, job description preparation, performance management system, salary management system and process combing.
Key customer issues
After diagnosis, the project team believes that there are six problems in customer internal management:
1. In terms of strategic management, strategic management is relatively weak and has not yet formed a clear knowledge system; Moreover, there is no strong supporting measures for the strategy, and there is a disconnect between the strategy and the actual implementation.
2. In organizational management, there are too many functional departments, among which the functions of the party and government working groups are scattered and the management scope is too wide, which is not conducive to the concentration and coordination of counterpart work; The same function has the phenomenon of multi-department operation, which does not give full play to the advantages accumulated by professional departments and does not conform to the principle of clear management of professional division of labor.
3. In terms of process management, there is no system file for process management, and there is no unified number management, which makes it difficult for users to query when using it; The long, tedious and conflicting phenomena in the process cannot be optimized and continuously improved.
4. In salary management, state-owned enterprises have a strong color, and the salary is basically determined by professional titles, which cannot reflect the differences in work value, work performance and personnel ability, resulting in a single channel for employee development and a tendency of "official standard" in enterprises.
5. In terms of performance management, there is no closed loop in performance management, and there are too many qualitative indicators of performance appraisal indicators, which lack quantification, and the assessment loses its due incentive effect.
6. In terms of technical quality management, the technical organization system is lacking and its functions are incomplete; There is no closed loop from design to design result feedback; A perfect knowledge management system has not yet been established.
The strategic solution of Xinhua Xinzheng;
In the first stage, the project team first sorts out the situation for customers, makes management diagnosis and summarizes the strategy; According to the development strategy, the project team optimized the internal organization of customers, adjusted the post setting, and compiled the departmental responsibilities and job descriptions.
In the second stage, the organization conducts post value evaluation and establishes a post value system to lay the foundation for the fairness of salary distribution; A set of personnel promotion qualification system has been established, which has opened up channels for technical personnel promotion and encouraged employees to continuously develop themselves in the technical sequence and project management sequence.
In the third stage, we organized training to extract key performance indicators, organized many internal seminars, and designed a set of performance indicators system scientifically and reasonably.
The fourth stage is to optimize the customer's internal management process, optimize the internal management process and establish a clear and efficient process system.
Training and service of Xinhua Xin Zheng Junce;
Open training of post analysis and post value evaluation;
Extract key performance indicator training;
Guide enterprise human resource managers and enterprise leaders to carry out performance management and salary management;
According to customers' requirements, technical quality management and diagnosis of internal business control mode are added.
Project results:
Strategic Compensation and Performance Evaluation Consulting Project-Joint Draft of Phase I Report and Diagnosis
Strategic compensation and Performance Appraisal Consulting Project —— Salary Management Report
Strategic compensation and Performance Evaluation Consulting Project —— Salary and Welfare Management System
Strategic Compensation and Performance Evaluation Consulting Project-Performance Management Scheme
Strategic Compensation and Performance Evaluation Consulting Project —— Performance Management System
Strategic Compensation and Performance Evaluation Consulting Project-Process Classification Report
Customer evaluation:
With its rich consulting experience, Zhenglu Junce Consultant has provided us with high-quality consulting services in strategic summary, organizational design, salary management, performance management, process combing and other aspects, showing excellent professional standards, and its professionalism is deeply imprinted in our minds.
Thanks to Zhengluo Junce Consulting Company!
Charyon