Salary management is an important work of human resources department, and the possibility of salary management in enterprise development can not be ignored.
1. On the long-term development road, there are serious defects in the basic work of human resources, and the contradiction of salary is more and more prominent, which seriously lags behind the requirements of modern talent competition, and now it even develops to the point where it hinders the further development of enterprises.
2. Low market positioning. The salary level of the company is reasonable, which is attractive compared with the salary situation of the whole market and the same industry. Only when the company's salary is competitive can it attract outstanding talents. However, if the company's salary is significantly lower than the market level, on the one hand, it will cause serious brain drain, which is not conducive to the internal stability of the company. ; On the other hand, it is not conducive to the participation of high-quality talents.
3. The organizational structure is backward, the position is unclear, and the promotion and salary increase are unscientific. Due to the lack of scientific and objective evaluation criteria, unclear job definition and job description, everyone's responsibilities and rights are not equal, which also makes the internal salary system seriously unbalanced and intensifies the salary contradiction.
4. It's unfair to the inside. It has been found that people are sometimes more concerned about wage differences than wage levels. However, differences in personal abilities and jobs will inevitably lead to differences in personal salaries. How to make this difference not only encourage advanced but also be accepted by most people? This requires that wages must follow? Fairness and justice ".
5. Increase wage income by working overtime. There is no doubt that overtime pay accounts for a large proportion of total personal income. However, there are many disadvantages in engineering and technical departments and auxiliary departments to solve the wage difference of employees by paying overtime wages.
The existence of salary design management problems is not formed in a day or two. The early stage was scientific and reasonable, which was in line with the development of the company at that time. In the later period, the company is developing and expanding, and the salary needs to be adjusted appropriately according to the actual situation, so there is no need to limit the development.
Human resource planning case
In recent years, Su 'ao company is often troubled by the vacancy of personnel, especially the vacancy of management personnel, which often puts the company in a passive situation. Su 'ao Company recently carried out its human resources planning. First of all, the four managers in the personnel department are responsible for collecting and analyzing the company's demand for managers and professionals in the production department, marketing and sales department, financial department and personnel department, as well as the supply of labor market, and estimating the number of key job vacancies that may occur in various functional departments in the forecast year.
The above results serve as the basis of the company's human resources planning and the basis for the line manager to make an action plan. However, the process of formulating and implementing the action plan in these four functional departments (such as deciding the technical training plan and implementing job rotation) is complicated, because this process will involve different departments and require the full cooperation of all departments. For example, the manager of the production department needs the marketing department to provide suitable positions and the personnel department to provide corresponding personnel services (such as financial settlement and fund allocation). In order to make a plan, the work of employee A in this department is rotated to the marketing and sales department. The complexity of the process of formulating and implementing action plans by functional departments makes it more difficult for personnel departments to plan human resources, because some factors (such as the possibility and degree of cooperation between functional departments) are unpredictable, which will directly affect the accuracy of the forecast results.
Four personnel managers of Su 'ao Company overcame all kinds of difficulties, made a more accurate prediction of the vacancy of managers at the management level, and formulated detailed human resources regulations, which reduced the vacancy at this level by 50% and greatly reduced the transfer of personnel across regions. In addition, the time for selecting and selecting job candidates from within has also been reduced by 50%, ensuring the quality of candidates, greatly reducing the missed inspection rate of qualified personnel and improving the staffing process. Human resource planning has also improved the company's recruitment, training, employee career planning and development, and saved labor costs.
The above progress made by Suao Company is not only conducive to the formulation of human resource planning, but also conducive to the implementation and evaluation of human resource planning by the company. Every quarter, the senior management will check and evaluate the work of the above four personnel managers together with the personnel consulting experts. This process is carried out in a standardized way, that is, all four personnel managers should make written reports in the following aspects: (1) existing personnel in various functional departments; Personnel status; Main job vacancies and candidates; Other job vacancies and candidates; Number of redundant personnel; Natural loss; Personnel transfer; Personnel transfer; Internal rate of change; Number of recruits; Other sources of labor; Problems and difficulties in work; Organizational issues and other aspects (such as budget, career investigation, policy implementation, etc.). ). At the same time, they must point out the gap between the above 14 and the forecast (plan) and discuss possible corrective measures. Through investigation, it is generally possible to reach an agreement on the measures to be taken by various functional departments in the next quarter.
After the inspection, four personnel managers inspected the functional departments in charge. In this process, the line manager re-examines the key work and works out an action plan with the personnel management personnel as needed. When the line manager and the personnel manager disagree, they can usually be resolved through consultation. The action plan is reported to the superior supervisor for approval.
Methods and procedures of enterprise human resource planning
Human resource planning is a systematic strategic project, guided by the development strategy of enterprises, based on a comprehensive inventory of existing human resources and analysis of internal and external conditions of enterprises, with the organization's prediction of future personnel supply and demand as the starting point. Therefore, human resource planning is the navigation mark and navigator of HR work. All ships sailing at sea need to establish navigation marks to locate their destinations, and at the same time need an effective navigation system to ensure that they sail on the right route. The same is true of human resource management, which needs to determine the orientation and realization of HR work objectives.
Characteristics of human resource planning
Human resource planning is a dynamic forecasting and decision-making process of enterprise personnel flow, which plays a leading and coordinating role in human resource management. The purpose of human resource planning is to predict the demand and possible supply of human resources in enterprises and ensure that enterprises can obtain qualified personnel in the required time and position. Realize the development strategy of the enterprise and the personal interests of employees.
The management of human resources is different from the management of other resources in enterprises. On the one hand, such resources are not always available. On the other hand, changes in technology and social environment will put forward new requirements for work content and personnel. This requires the planning of human resources to be forward-looking. Timely and accurate, to ensure that enterprises get enough qualified personnel to achieve their production and business objectives. Human resource planning should analyze the changes in the external environment of enterprises in advance, so as to accurately grasp the status of existing employees in enterprises. Understand its advantages and potential, and make full use of it; Analyze the human resource needs of enterprises in the ever-changing environment, and formulate necessary policies and measures to meet these needs. Successful human resource planning can establish the strategic decision of recruitment and development and coordinate the whole human resource management activities by grasping the possibility of existing and future labor composition. Therefore, human resource planning is an important connecting factor between strategy and operation.
Human resource planning method
There are two methods of human resource planning: quantitative method and qualitative method.
Quantitative method, also known as "top-down" method, is a statistical and mathematical method from the perspective of management, which is mostly adopted by theorists and professional human resource planners. Quantification treats employees as numbers, so that according to gender. Age, skills, tenure, work level, salary level and other indicators. Divide employees into different groups. The focus of this method is to predict the shortage of human resources. Surplus and career development trend, its purpose is to make the supply and demand of personnel meet the development goals of enterprises.
Qualitative method is also called "bottom-up" method. It interests every employee from the perspective of employees. Ability and desire are combined with the current and future needs of enterprises. Trained. Human resource managers engaged in consulting and management development use this method. The focus of this method is to evaluate the performance and promotion possibility of employees, manage and develop their career, and achieve the goal of fully developing and utilizing their potential.
It is worth emphasizing that the traditional enterprise personnel planning emphasizes quantitative analysis and solving "hard" problems, and its management foundation is mainly the "work research" theory put forward by Taylor, who is known as the father of scientific management. Taylor studies the whole process of employees completing tasks, emphasizing the careful recording and analysis of their actions and behaviors, and on this basis, predicts the supply and demand of personnel. The weakness of Taylor system is that it focuses on the interests of managers from the perspective of management, without considering the creativity and initiative of employees, which makes employees work in a forced environment and is not conducive to the development of employees' potential.
Human resource planning challenges this "carrot and stick" method of "work research" mainly controlled by management. At present, human resource planning regards people as a kind of resource, recognizes that "hard" methods should be considered while solving problems, and advocates qualitative methods to analyze and predict employees' demand and supply, that is, considering employees' creativity and innovative activities. The influence of flexibility on the dynamic supply and demand of human resources. Therefore, in addition to the traditional quantitative analysis, qualitative analysis should also be used to predict the demand of human resources, so as to understand the factors behind the current situation and future assumptions from employees and obtain the corresponding "soft" data.
As far as the ideal human resource planning method is concerned, quantitative and qualitative methods should be combined. Because quantitative and qualitative methods can complement each other and provide more complete information for human resource planning. At the same time, the combination of the two can also combine human resource management professionals and operators to achieve the purpose of brainstorming.
Human resource planning procedure
When planning human resources, it is necessary to determine the number and type of personnel needed to achieve organizational goals, which requires collecting and analyzing all kinds of information to predict the effective supply and future demand of human resources. After determining the type and quantity of required personnel, the human resources manager can start to make strategic plans and take various measures to obtain the required human resources. Human resource planning procedures are as follows:
1, human resource planning
2. Power resource demand forecast
3, human resources supply forecast
4. Balance between supply and demand of human resources
5, human resources policies and measures
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!
;