The main responsibilities of the human resources department:
1, formulate the work plan of the department, and organize the implementation after being approved by the superior leader.
2. Formulate and revise the company's human resource management system and measures, and establish an institutionalized, standardized and scientific human resource management system.
3. According to the company's development strategy, analyze the company's existing human resources situation, predict the personnel demand, formulate and modify the human resources plan, and implement it after being approved by the superior leaders.
4. Conduct job analysis with the assistance of various departments; Put forward opinions on post setting adjustment; Clear departments, job responsibilities and job qualifications; Compile, revise and improve the job descriptions of departments and posts; Reasonably evaluate the post value.
5. According to the job requirements and human resources planning, make a recruitment plan, make good preparations before recruitment, implement recruitment and complete the procedures after recruitment.
6. Organize the establishment of performance management system and formulate relevant plans; Take the lead in organizing all departments of the company to conduct performance appraisal, give guidance and supervision, and assist the general manager's office to evaluate the heads of all departments; Do a good job in summarizing, reviewing and filing the assessment results.
7, according to the needs of enterprise planning and staff development, establish and improve the staff training system; Organize, implement, guide and coordinate employee classification and grading training, and strive to improve the quality of employees.
8. Formulate the company's salary and welfare plan, and organize its implementation after approval; Calculate employee's salary, calculate employee's social insurance payment standard and pay social insurance.
9. Do a good job in employee personnel file management. Regularly summarize and prepare statistical reports and reports related to human resource management.
10, handle the recruitment, transfer, reward and punishment, resignation and retirement procedures of employees, handle the inspection, selection, appointment and removal of middle-level managers, and take the lead in organizing the annual assessment of company leaders.
1 1, do a good job in labor contract management, labor dispute handling and labor protection.
12, communicate and coordinate with all departments in time, and assist all departments to do a good job in employee management. Do a good job in departmental construction, constantly improve internal management, and improve the overall quality of employees and departmental performance.
13. Complete other tasks assigned by company leaders.
Edit the job descriptions of department heads and HR managers in this paragraph.
Job title:
Manager directly in charge of Human Resources Department:
Director of human resources or vice president in charge of human resources
Direct reports:
Recruiting supervisor, training (or training and development department) supervisor, performance supervisor, compensation supervisor and employee relations supervisor.
Work:
Be responsible for the human resource management of the company, and provide and train qualified talents for the company.
Direct responsibility:
(1) According to the company's actual situation and development plan, draw up the company's human resources plan and organize its implementation after approval.
(2) Formulate the annual work target and work plan of the Human Resources Department, formulate the monthly budget and work plan, and implement them after approval.
(3) Organize to formulate the company's employment system, personnel management system, labor wage system, personnel file management system, employee handbook, training outline and other rules and regulations, implementation rules and working procedures of the Human Resources Department, and organize their implementation after approval.
(4) Formulate the professional training plan of the Human Resources Department and assist the training department to implement and evaluate it.
(5) Strengthen contact with peers outside the company.
(6) Responsible for collecting potential and needed talent information inside and outside the company and organizing recruitment.
(7) To examine and approve the payroll of employees of the Company, and submit it to the General Manager for approval before transferring it to the accounting department for execution.
(8) Organize the performance appraisal of employees, and be responsible for reviewing the appraisal and training results.
(9) Formulate the debriefing cycle and arrange debriefing activities after approval.
(10) examine and approve the list of faults and rewards approved by the personnel department, and arrange their implementation.
(1 1) accepts employee complaints and labor disputes between employees and the company and is responsible for solving them in time.
(12) Make horizontal contact with relevant departments according to working procedures, and put forward the requirements for defining disputes between departments in time.
(13) Be responsible for the training, implementation and inspection of the working procedures, rules and regulations and detailed rules of the Human Resources Department.
(14) timely and accurately convey the instructions of the superior.
(15) presided over the regular meeting of the human resources department and attended the company's meeting on personnel.
(16) Approve the Human Resources Department and its related documents.
(17) Understand the work situation and relevant data of the Human Resources Department, collect and analyze the company's personnel and labor information, and submit reports to the general manager and administrative director on a regular basis.
(18) Report to the Chief Executive Officer regularly.
(19) Authorize subordinates when necessary.
(20) Develop the job descriptions of the direct subordinates, listen to the reports regularly, and evaluate their work.
(2 1) Guide, patrol, supervise and inspect the work of subordinates.
(22) Accept the rationalization proposals submitted by subordinates and handle them according to procedures.
(23) timely adjudication of disputes in subordinate work.
(24) Fill in the fault list and reward list of direct subordinates, and follow the procedures according to the authority.
(25) Cultivate and discover talents, recruit and deploy direct subordinates according to work needs, and be responsible for the nomination of personnel who are truly direct subordinates.
(26) Conduct on-site command according to work needs.
(27) Designate a special person to be responsible for the storage and regular filing of documents and other materials in this department.
(28) Designate a special person to be responsible for the registration of account, periodic inventory, loss reporting, etc. Office appliances, equipment and facilities used by this department and its subordinate departments.
(29) Care about the thoughts, work and life of subordinates.
(30) Liaise with government departments and relevant social organizations and institutions on behalf of the company.
Editor's Leadership Responsibility (1) in this paragraph is responsible for the completion of the work objectives and plans of the Human Resources Department.
(2) Responsible for the rational allocation of human resources of the company and the timely replenishment of talents needed by the company.
(3) Be responsible for the quality of employees recruited by the company.
(4) Responsible for timely, reasonable and legal settlement of labor disputes between the company and employees.
(5) Responsible for implementing the approved decision on rewards and punishments.
(6) Be responsible for the rationality and accuracy of the staffing and labor wage calculation data provided to the decision-making department.
(7) Be responsible for the completeness, completeness and regular filing of personnel and labor files of the company.
(8) Responsible for implementing the working procedures of the Human Resources Department, and supervising and inspecting the rules and regulations and implementing rules.
(9) Be responsible for the discipline, work order and overall mental outlook of subordinates.
(10) Responsible for the reasonable control of the budget expenditure of the Human Resources Department.
(1 1) The human resources department is responsible for the confidentiality of company secrets.
(12) Responsible for the influence of the human resources department on the company.
The main editing right of this paragraph (1) has the right to review the recruitment in the company's establishment.
(2) Have the right to interpret the company's employee handbook.
(3) the right to shift gears in personnel transfer, recruitment and labor management.
(4) Have the right to approve the use of limited funds.
(5) Have the right to manage and direct the employees and businesses of the Human Resources Department.
(6) Have the right to guide, supervise and inspect the work of subordinates.
(7) Have the right to suggest the deployment of direct subordinates, the right to nominate appointments, and the right to suggest rewards and punishments.
(8) Have the right to assess the management level and business level of subordinates.
(9) Have the right to contact relevant government departments and relevant social organizations and institutions on behalf of the company.
Edit the HR employees under the jurisdiction of this paragraph (1).
(2) Office space and health responsibility area of human resources department.
(3) Office furniture, equipment and facilities of the Human Resources Department.
The main responsibilities of other post editors in this paragraph are recruitment supervisor: responsible for the recruitment of the company and ensuring the employment demand of the enterprise.
Training (or training development department) supervisor: responsible for the company's training work, effectively implementing the series of training planning, development and evaluation.
Performance supervisor: responsible for the performance appraisal of the company, and responsible for organizing and coordinating the performance appraisal.
Salary supervisor: responsible for the company's salary and welfare work, formulating, adjusting and distributing the company's salary policy within a reasonable range, and ensuring the welfare of employees, mainly the coordination of social insurance payment.
Employee relations supervisor: responsible for managing the company's labor relations and effectively handling labor disputes between enterprises and employees.
Edit the role diagnosis of the human resources department in this paragraph (1) In the operation and implementation of the performance management system, the human resources department always plays the role of "principal".
(2) When drafting and formulating standards and requirements for performance management, we will discuss them on the basis of specific evaluation contents provided by relevant departments.
(3) By designing, testing and improving the content of performance management, solicit opinions from relevant departments and ask for instructions from superiors.
(4) When considering the trial and achieving the exemplary role, the human resources department first practices itself with the performance management system model.
5] In the effective examination and approval of system documents distributed to various departments, publicize to all employees and provide consultation and answers.
[6] When implementing the performance management system, the human resources department plays the role of implementer; Achieve the role of supervision, inspection, help and guidance.
Once the implementation of the division of responsibilities of the department, collect existing problems, difficulties, criticisms and suggestions and other information records and put forward improvement plans.
Being combined with performance evaluation and related management system to implement dynamic coordination and effective feedback procedures, in order to achieve the work effect.
(9) Check the corresponding human resources development and allocation plan according to the evaluation results, and provide suggestions for management decisions.
⑽ Encourage employees to take a positive view of evaluation and results, track employees' reactions in all aspects, conduct training, and provide practical improvement measures.
Edit the organic components of the first paragraph. The core of human resource management:
Human resource value chain management is the core of human resource management. Namely: value creation, value evaluation and value distribution of enterprise human resources-human resource value chain.
Human resource value chain: refers to the overall horizontal chain of human resource management formed by three links of enterprise human resource management: value creation, value evaluation and value distribution. Specifically including:
Value creation link: it is to establish the enterprise's value concept from the main body and elements of enterprise value creation. In other words, it is clear who created value in the enterprise, which elements created value, how these subjects and elements created value, and how to create value.
When this link is implemented in the specific system of the enterprise, the goal (traction) and work norms of the enterprise are formed.
Mainly includes: "job description", "KPI index system" and so on.
Value evaluation link: based on the value concept determined in the value creation link, it is clear how much value has been created by the subjects and elements of these value creation, thus laying the foundation for the distribution of value.
The specific systems implemented in this link are the "performance appraisal system" and "post evaluation system" of enterprises.
Value distribution link: on the basis of the first two links, all the values created by the company should be distributed and redistributed fairly and reasonably.
When this link is implemented in the specific system of the enterprise, a benefit distribution system with "salary management system" and "promotion system" as the main body is formed.
The above three links form an organic whole, so that job description, job evaluation, assessment system and salary distribution system can form an effective response and cooperation, and these integrated elements are the main body of enterprise human resource management mechanism, thus making the enterprise's traction mechanism, incentive mechanism, restraint mechanism and competition elimination mechanism.
Second, the four mechanisms of human resource management:
1. Traction mechanism: it means that employees can correctly choose their own behaviors by clarifying the expectations and requirements of the organization for employees, and finally the organization can bring the efforts and contributions of employees into the track of helping enterprises achieve their goals and enhance their core competence.
Mainly depends on the following management modules:
Job description;
KPI index system;
Training and development system;
Corporate culture and value system;
2. Incentive mechanism: the essence of incentive is that employees are willing to do something, on the condition of meeting employees' personal needs.
Mainly rely on the following management modules and specific work to complete:
Salary and welfare management system;
Occupation management, appointment, removal and transfer system;
Decentralization and authorization;
3. Constraint mechanism: Its essence is a kind of behavior control that restricts employees' behavior to meet the requirements of enterprise development, and it keeps employees' behavior running on the predetermined track.
Mainly includes two systems and two specific systems:
"Performance management system" with KPI index system as the core;
Taking the post qualification system as the core-"evaluation system of professional behavior quality and ability quality";
Code of professional conduct for employees;
Employee reward and punishment system;
4. Competitive elimination mechanism: release employees who are not suitable for the growth and development of the organization to the outside of the organization, and at the same time transfer the pressure from the external market to the inside of the organization, thus activating the human resources of the enterprise and preventing the "precipitation" and "shrinkage" of human capital.
In the specific management system is mainly reflected in:
Competitive employment system; -(Really achieved: capable, flat and mediocre)
Last elimination system; If you want to build a "dream team", then even the best team will have advantages and disadvantages.
Employee exit system:-(retirement, dismissal, dismissal, etc. )
Three, the two cornerstones of human resource management:
1, job analysis and evaluation:
Job analysis and evaluation are the foundation and basis of the whole human resource management system. The "job description" formed by job analysis plays a very important supporting role for other modules.
2, personnel quality evaluation:
Based on the respect for human nature and human value, this paper systematically studies people's internal abilities and characteristics, tests and analyzes them according to the established model, and obtains the evaluation results.
Four, ten functional modules of human resource management:
1, human resource planning:
Including: human resources strategy (goal); Prepare a balanced scorecard; Inventory, investigation, analysis and diagnosis of human resources; Medium and long-term planning; Annual plan,
2, job analysis and evaluation:
Including: workflow inventory and optimization and reorganization, post (post) analysis and evaluation; Post (post) design; Evaluation of post (post) value contribution coefficient; Organizational structure design and organizational management operation mode (including: organizational structure charts at all levels; Management mode; Management level; Management scope); Determine the relationship between command and report; Formulate job descriptions, functional standards of various departments, responsibility standards of various posts, job categories and rank (post) series standards, etc. ), staffing standards, KPI index database, etc.
3, system construction:
Including: formulating, revising and perfecting various management rules and regulations; Establish various personnel policies, work standards, operating procedures, tool form design, etc.
4, personnel quality evaluation:
Using special software, models and related means, the ability and quality of all kinds of employees are comprehensively evaluated.
5. Recruitment and configuration management:
Including: recruitment demand, planning and organization implementation; Resume screening; Written examination, interview and selection; Employment, entry and exit management; Personnel changes; Appointment, removal and transfer (including promotion, demotion and rotation); Succession planning and talent reserve, etc.
6. Performance management:
Include: establishing a performance management system; Determine KPI index system; Formulate evaluation methods; Organize the implementation; Feedback, interview and counseling of evaluation results; Comprehensive application and realization of evaluation results.
7. Salary and welfare management:
Including: establishing salary and bonus distribution system (internal and external salary level investigation and analysis, salary and bonus system, salary and bonus standard, salary adjustment and change, salary and bonus distribution method, salary and bonus calculation and distribution method); Welfare system series (stock right distribution, social labor insurance, commercial insurance, enterprise annuity, working hour system, rest and vacation, housing subsidy, transportation subsidy, communication subsidy, meal subsidy, selection of winners, recognition and reward, regular physical examination, group travel, cultural and recreational activities, etc.). ).
8. Training development management:
Including the establishment of a training management system; Training needs and plans; Management and implementation of continuing education, external training and internal training; Job training; Academic education management; Implement training effect evaluation; Monitor the transformation of training results; Track the improvement of employees' professional skills and comprehensive quality.
9, labor relations management:
Including: signing, verification, modification and management of labor contracts (work prohibition contracts and confidentiality agreements); Preventing and handling labor disputes; Code of professional conduct for employees; Labor discipline management (including attendance management); Employee rewards and punishments; Occupational health management of employees (including: labor safety and health, occupational disease prevention, environmental protection and fire control); Corporate culture construction; Employee career planning; Personnel file management, etc.
10, human resource accounting and auditing:
Including: human resource cost budget, accounting, final accounts and process control; Human resource management monthly, quarterly and annual report system; Economic activity analysis of human resources utilization and utilization degree.
Only through these "two cornerstones" and "ten modules" can human resource management complete and realize its five basic functions of "selecting, using, educating, retaining and eliminating" human resources.
Five basic functions of human resource management:
1. Selection: that is, recruitment and selection. We should choose the talents that are most suitable for the requirements of the enterprise and the post. "Too high" is a waste, and "too low" does not match.
2. Educating people: through training and education, we will continuously improve the professional skills and comprehensive quality of employees, improve performance, and enhance work efficiency and employee value.
Achieve individuals and achieve a win-win situation for enterprises and employees.
3. Employing people: put the right people (those who meet the post qualification requirements and have the ability and skills to complete the post responsibilities) in the right posts and give full play to their potential.
4. Retain people: By establishing a "retention mechanism", formulate corresponding retention policies, and retain a few (about 20%) core and backbone employees who are truly valuable to the enterprise and can bring good economic benefits ("Pareto Law"-20% core and backbone employees are creating 80% value for the enterprise).
5. Eliminate people: eliminate people who are not qualified for the post and cannot meet the objective requirements of the position (post).
Six pillars of human resource management:
1, management (4) mechanism:
I have said it before. Omitted)
2. Management system:
It is a comprehensive embodiment of enterprise management concept, expressing certain management principles and embodying them through a set of perfect agreed contents. It makes the management work run reasonably according to a set of strict planning, working standards and working procedures, and achieves the coordination between people and things, people and organizations, and people. It is the most basic guarantee to improve the efficiency of the organization.
3, work standards:
Complete the basic operating procedures of various job responsibilities.
4, operation process:
Standardized work steps that must be followed to complete the specific tasks of this position.
5, management techniques and means:
Human resource management techniques and means that are compatible with the enterprise's human resource management system, organizational structure and corporate culture.
6. Tool form:
Management carrier and auxiliary management means that are innovated, developed and designed to realize human resource management. Such as the record form used in the management process.
Seven, the five links of human resource management (five correct):
"At the right time, choose the right person, arrange to the right post, and play its correct role, so as to achieve the correct strategic objectives and maximize the economic benefits of enterprises".
Eight, the highest level of human resource management:
Realize corporate culture management-management without management. (The overall quality of employees is generally high-highly self-disciplined and able to achieve "self-management")
Nine, the fundamental purpose of human resource management:
Through the implementation of human resource management, we can truly enhance the core competitiveness of enterprises, support and guarantee the sustainable development and sustainable operation of enterprises, and maximize profits.