6 Modules of HRM (Human Resources Management)
The six modules of human resources management are a summary of the contents covered by the enterprise’s human resources management through the division of modules. Specifically refers to: human resource planning, recruitment and configuration, training and development, performance management, salary and welfare management, and labor relationship management.
Human resources (HR) is the most critical resource among all social resources and a resource that has a significant impact on enterprises. It has always been valued by many experts and scholars at home and abroad, as well as successful people and famous companies.
Many companies attach great importance to the management of human resources. Human resource management refers to the scientific and reasonable management of human resources of an organization or enterprise in a specific organization or enterprise in order to improve work efficiency and achieve the optimization of human resources.
The work of the major modules of HR (Human Resource) has its own focus, but the major modules are closely linked, just like the biological chain, the lack of any link will affect the imbalance of the entire system, so HR work is an organic Overall, all aspects of the work must be in place.
At the same time, the focus of the work must be constantly adjusted according to different situations to ensure that the human resources management maintains a healthy operation and supports the ultimate realization of the company’s strategic goals.
Subject name: Six modules of human resource management
Refer to: Planning, performance, compensation, recruitment, etc.
The way: How the modules are divided
Table of Content
1 Basic content
▪ Human resources planning
▪ Recruitment and configuration
▪ Training and development
▪ Performance management
▪ Salary and benefits management
▪ Employee relations
2 Module relationship
3 Basic process
▪ Human resources planning
▪ Recruitment and configuration
▪ Training and development
▪ Performance evaluation
▪ Salary and benefits management
▪ Labor relations
4 Recruitment configuration
▪ Basic principles
▪ Configuration model
▪ Configuration analysis
▪ How to achieve
▪ Training and development
▪ Salary and benefits management
5 Performance management
▪ Labor relations
▪ Functional contact
6 Professional disciplines
▪ Development history
▪ Main subjects
▪ Main courses
▪ Employment direction
7 Registration process
What is human resource planning?
(Navigate and guide for HR work)
1. The setting of organization
2. Adjustment and analysis of enterprise organization
3. Analysis of supply and demand of enterprise personnel
4. The formulation of enterprise human resources system
5. Preparation and execution of human resources management expense budget.
In international human resources management, the human resources planning is divided into:
1. Career development theory
2. Organizational internal assessment
3. Organizational development and transformation
4. Planned organizational career development
5. Comparison of international human resources Management overview
6. Development of human resources development strategic plan
7. Performance factors at work
8. Employee authorization and supervision
What is Recruitment and Configuration under Management?
(The combined art of “introduction” and “use”)
1. Analysis of recruitment needs
2. Work analysis and competence analysis
3. Recruitment procedures and strategies
4. Analysis and selection of recruitment channels
5. Recruitment implementation
6. Special policies and contingency plans
7. Resignation interview
8. Measures to reduce employee turnover
Training and development
(Help employees to be competent and discover their maximum potential.)
- Theoretical learning
- Project evaluation
- Investigation and evaluation
- Training and development
- Needs assessment and training
- Composition of training recommendation
- Training, development and employee education
- Design and system method of training
- Development management and enterprise leadership, develop yourself and other
- Project management: project development and management practices
What is Performance Management?
(Different perspectives, different endings)
1. Performance management preparation stage
2. Implementation phase
3. Evaluation stage
4. Summary stage
5. Application development stage
6. Interview of performance management
7. Methods of performance improvement
8. Behavior-oriented assessment method
9. Results-oriented assessment method
Salary and benefits management
(One of the most effective means of compensation, incentives and rewards for employee incentives.)
- Build a comprehensive salary system (post evaluation and salary grade, salary survey, salary plan, salary structure, salary system formulation, salary system adjustment, labor cost accounting
- Welfare and other compensation issues (welfare insurance management, design of enterprise welfare projects, design of enterprise supplementary pension insurance and supplementary medical insurance
- Evaluate performance and provide feedback
What is Employee Relations?
(Achieve a win-win situation between the enterprise and employees)
- Employment Law
- Labor Law and Labor Contract Law
- Labor relations and labor relations
- Enterprise incentives and coordination
- Labor negotiation and mediation
- Trade unionization and collective bargaining (safety, security and health, safety and health projects, safe and healthy working environment, promotion of safety and health in the workplace, management of practice health and safety)
Human resource management and competition
1. Human resource management and competitive advantage
2. Laws and environment of human resource management
3. Human resource planning
4. Work analysis
5. Staff recruitment
6. Train and develop employees
7. Employee performance evaluation
8. Improve productivity
The six modules of human resource management are connected, interacted and influenced to form an effective system of human resource management. Among them, human resources planning is the starting point of human resources management, mainly through planning to help organizations predict the number of future personnel needs and basic quality composition; recruitment and configuration, taking human resources planning as one of the inputs, equivalent to the organization ’s blood, provides the organization with Nutrition, to solve the problems of organizational staffing and job matching; training and development, the theme of which is “educating people”; performance management is the core of the six modules and the main input of other modules.
The main purpose is to help people and improve people. Solve the problem of how the organization employs people.
Salary and benefits are designed to motivate people and solve the problem of retaining people.
Finally, labor relationship management is designed to manage and lay off people, helping companies form an effective cycle of rationalizing human resource allocation.
What is human resource planning?
Human resource management planning is like a ship sailing out of the sea. Before you travel, you need to find suitable and clear goals and directions, that is, the system that is most suitable for the company in your department. This requires determining the positioning and realization of HR work goals.
The purpose of human resources planning is to combine the company’s development strategy, find out the focus and direction of future human resources work by analyzing the status of enterprise resources and the status of human resources management, and formulate specific work plans and plans to ensure the smooth realization of corporate goals.
The focus of human resources planning is to collect, analyze, and statistics the current status of human resources management of the enterprise.
Based on these data and results, combined with corporate strategy, formulate plans for future human resources work.
Just like the navigator of the navigation mark of a ship sailing out to sea, human resource planning plays a role in positioning the target and grasping the route in HR work.
Human resource planning is a set of measures that is designed to stabilize the company’s manpower with a certain quality and the necessary amount to achieve the organization’s goals, including personal interests, so as to obtain the relationship between the demand for personnel and the number of employees. Match each other in the future development process. among them:
I. The goal of human resource planning:
1. Obtain and maintain a certain number of personnel with specific skills, knowledge structures and capabilities.
2. Make full use of existing human resources.
3. Able to predict the potential surplus or insufficient manpower in the enterprise organization.
4. Build a well-trained and flexible workforce to enhance the ability of enterprises to adapt to unknown environments.
5. Reduce the dependence of enterprises on external recruitment in key technical links.
2. Verification of human resources: refers to the verification of the quantity, quality, structure and distribution of human resources.
3. Human resource information includes: personal natural conditions, employment data, education data, salary data, job performance evaluation, work experience, service and separation data, work attitudes, historical data of jobs or positions, etc.
4. The methods of human resource demand prediction are: intuitive prediction method (qualitative prediction) and mathematical prediction method (quantitative prediction).
5. Work analysis, also called job analysis and job analysis, is an important routine technology in human resource management and the foundation of the entire human resource management work. Work analysis is an activity that determines basic factors such as the nature, structure, and requirements of work with the help of certain analysis methods.
(1) Work analysis procedures
Preparation stage, planning stage, analysis stage, description stage, application stage, operation control.
(2) Information for job analysis includes:
1. Work name
2. Number of jobs
3. Work unit
5. Working knowledge
6. Intellectual requirements
7. Proficiency and accuracy
9. Education and training
10. Physical requirements
11. Working environment
12. Relationship with other jobs
13. Working hours and shifts
14. Staff characteristics
15. Selection method
(3) The methods of collating the information obtained from the work analysis are:
1. Text description
2. Work list and questionnaire
3. Activity analysis
4. Determinants method
(4) The role of job analysis:
1. Selection and appointment of qualified personnel;
2. Formulate effective personnel forecasting plans and personnel plans;
3. Design active personnel training and development programs;
4. Provide assessment, promotion and operation standards;
5. Improve work and production efficiency;
6. Establish an advanced and reasonable work quota and remuneration system;
7. Improve work design and environment;
8. Strengthen career consultation and career guidance.
What is Recruitment and Configuration?
Employee Recruitment: Recruit excellent and suitable people into the company according to the requirements of the company’s business strategic planning and place them in suitable positions. Work content includes: needs analysis, budget formulation, recruitment plan formulation.
Rrelease and management of recruitment information; screening of resumes, interview notifications, interview preparation and organization coordination
Implementation of the interview process.
Analysis and evaluation of interview results
Determination of final candidates and notification Recruitment
Filing of interview materials, management of reserve files and timely update
Development and maintenance of recruitment channels, contact of recruitment fairs and preparation of related materials.
Continuous improvement of recruitment systems, processes and systems.
1. Among them, Commonly used recruitment methods include
non-leader group discussion, group decision-making method, recruitment interview scenario simulation, psychological test and labor skill test.
2. Requirements that must be met in the recruitment of employees
i. Comply with relevant national laws, policies and national interests
ii. The principle of fairness
iii. Adhere to equal employment in recruitment
iv. To ensure the quality of hired personnel
v. According to the needs of enterprise human resources planning and the qualification requirements of the candidates in the job description, use scientific methods and procedures to carry out recruitment work.
vi. Efforts to reduce recruitment costs, pay attention to improve the efficiency of recruitment.
3. Recruitment cost includes
i. New recruitment cost
ii. Replacement cost
iii. Opportunity cost
4. Personnel deployment measures
i. The deployment measures based on the supply and demand of human resources inside and outside the enterprise
ii. Construction of talent echelon
iii. Personnel policy of priority allocation from within the enterprise
iv. Implement the open competition personnel policy
5. The steps of manpower demand diagnosis
i. The company’s unified human resource planning or the departments’ requirements for manpower are based on long-term or short-term actual work needs.
ii. The human resources department fills in the “personnel demand form”.
iii. Audit by the Human Resources Department.
6. The staff demand table includes
i. The department and position of the required personnel
ii. Work content, responsibilities and authorities
iii. The required number of people and what kind of recruitment method
iv. Basic situation of personnel (age and sex)
v. Required education and experience
vi. The desired skills and expertise
vii. Other contents that need explanation.
7. Content of the recruitment plan
i. The number of people hired and the personnel required to achieve the prescribed recruitment rate.
ii. The time interval from candidate application to employment.
iii. Employment benchmark.
iv. Source of employment.
v. Calculation of recruitment cost.
8. Calculation of recruitment cost
a. Personnel expenses
b. Business expenses
c. General management fees of the enterprise
9. Classification of recruitment methods
a. Entrust various labor and employment agencies
10. The process of recruitment test and interview
a. Organize various forms of examinations and tests.
b. Finalize the candidates for the interview, issue the interview notice and prepare for the interview.
c. Implementation of the interview process.
d. Analyze and evaluate the interview results.
e. Determine the final result of personnel recruitment and conduct medical examination if necessary.
f. Feedback of interview results.
g. Archive the interview materials for the record.
11. The content of pre-job training for hired personnel
a. Familiar with the job content, nature, responsibility, authority, interests and norms.
b2. Understand the corporate culture, policies and regulations.
c. Familiar with enterprise environment, job environment, personnel environment.
d. Familiar with and master the work flow and skills.
What is Training and Development under Management?
Training and development: The organization improves the working ability, knowledge level and potential of employees by means of learning and training, maximizes the matching of employees ‘personal qualities and work needs, and promotes the improvement of employees’ performance. among them:
Training is the process of imparting new employees or existing employees with the basic skills necessary to complete their job.
Development mainly refers to management development, which refers to all activities that improve the performance of current or future management work by imparting knowledge, changing ideas, or improving skills.
II. The main purpose of training and development:
1. Improve the level of work performance and improve the working ability of employees.
2. Enhance the resilience and adaptability of organizations or individuals. 3.
Improve and enhance the identification and belonging of the organization’s employees to the organization.
III. Characteristics of enterprise training and development work:
1. Regularity of training.
2. Advance of training.
3. Postponement of training effect
IV. Analysis of training needs: long-term goals and short-term goals. Including:
i. Analysis of the organization’s human resource needs.
ii. Organizational efficiency analysis.
iii. Analysis of organizational culture.
V. Analysis of personnel training needs includes:
1. Analysis of personnel’s abilities, qualities and skills.
2. Evaluation of work performance.
VI. The training method:
1. Teaching method.
2. Operational model law.
3. Case study method, etc.
What is Performance Evaluation under Management?
Performance evaluation: In essence, it is to evaluate people and their working conditions, and reflect the relative value or contribution of people in the organization through evaluation of people’s work results.
In terms of extension, it is purposeful and organized observation, recording, analysis and evaluation of people in daily work. among them:
I. Significance of performance appraisal:
1. Evaluate from the business objectives of the enterprise, and make the evaluation and personnel treatment management after the evaluation contribute to the realization of the business objectives of the enterprise.
2. As a part of the personnel management system, use a set of systematic institutional norms, procedures and methods for evaluation.
3. Evaluate the work ability, work attitude and work performance of the members of the organization in their daily work based on facts.
II. The purpose of performance evaluation:
1. Assess the work performance of employees.
2. Establish the company’s effective performance evaluation system, procedures and methods.
3. Achieve the recognition, understanding and operation of performance appraisal of all employees of the company, especially managers.
4. Promotion of performance evaluation system.
5. Improvement and improvement of the company’s overall work performance.
III. The role of performance evaluation:
(1) For the company:
1. performance improvement.
2. Staff training.
4. Personnel adjustment.
5. Salary adjustment.
6. Compare the work results with the goals and examine how the employees perform.
7. Performance comparison between employees.
(2) For supervisors
1. Help subordinates establish professional working relationships.
2. To elaborate on the supervisor’s expectations of his subordinates. 3. Understand the views of subordinates on their responsibilities and goals.
4 Obtain the opinions and suggestions of the subordinates on the supervisor to the company.
5. Provide opportunities for supervisors to explain personnel decisions such as salary processing to subordinates.
6. To jointly discuss the needs and action plans of employee training and development.
(3) For employees
1. Deepen understanding of their responsibilities and goals. 2. Achievements and abilities are appreciated by the boss.
3. Get an opportunity to explain difficulties and misunderstandings.
4. Understand the implementation of various policies related to yourself.
5. Understand your own development prospects.
6. Gain a sense of participation in the work evaluation process that affects you.
IV. Types of performance evaluation:
1. Annual evaluation.
2. Normal assessment.
3. Special assessment
V. Performance appraisal work procedures
Closed assessment and open assessment
VI. The main indicators of short-term performance evaluation effect evaluation are as follows:
1. Evaluation completion rate.
2. The action plan determined by the assessment interview.
3. The quality of the written report of the assessment results.
4. The attitude of the superiors and employees on the assessment and their understanding of the role.
VII. Main indicators of long-term evaluation:
1. the performance of the organization.
2. The quality of employees.
3. Employee turnover rate.
4. The increase in employee recognition of the company.
VIII. Attentions to be given to employees for feedback:
2. Be willing to listen.
3. Be specific.
4. Respect subordinates.
5. Comprehensive feedback.
7. Don’t overemphasize the shortcomings of employees.
What is Salary and Benefits Management?
Refers to the sum of various currencies and in-kind compensation received by employees for providing labor to enterprises. among them:
2. The steps to formulate a salary and welfare system:
i. Formulate a salary strategy.
ii. Work analysis.
iii. Salary survey.
iv. Design of salary structure.
v. Grading and fixed salary.
vi. Control and management of the salary system.
3. Salary structure:
It refers to the relationship between the relative value of various positions and the corresponding paid salaries in an organization of an enterprise.
4. Factors affecting salary setting:
(A) Internal factors:
a. The business nature and content of the enterprise.
b. Corporate organizational culture.
c. Enterprise’s ability to pay.
d. Staff positions.
(B) External factors:
a. Social awareness.
b. Local living standards.
c. National policies and regulations.
d. The situation of human resources market.
5. Job evaluation:
Job evaluation is a method to systematically evaluate the position of each job in the unit ’s internal wage structure.
6. Principles of job evaluation:
i. System principles.
ii. Practicality principle.
iii. The principle of standardization.
iv. The principle of energy level correspondence.
v. Optimization principle.
7. What are the 5 elements of job evaluation?
i. Labor responsibility.
ii. Labor skills.
iii. Labor psychology.
iv. Labor intensity.
v. Labor environment.
8. Post evaluation indicators and their classification:
The post evaluation is divided into 24 indexes.
According to the nature of the indexes and evaluation methods, they can be divided into:
1. Evaluation indexes, that is, 14 indexes including labor skills and labor responsibilities and labor psychology.
2. Measuring indicators, that is, labor intensity and labor environment total 10 indicators.
9. The methods of job evaluation mainly include:
i. Arrangement method.
iii. Scoring method.
iv. Factor comparison method.
10. Definition of job evaluation standards:
This refers to the unified regulations made by relevant departments on job evaluation methods, indicators and indicator systems.
What is Labor Relations?
The social and economic relationship established between laborers and employers (including various types of enterprises, individual industrial and commercial households, institutions, etc.) during the labor process. among them:
2. Labor contract:
An agreement between the laborer and the employer to establish labor relations and clarify the rights and obligations of both parties.
3. The principle of labor contract conclusion:
Equality and voluntariness, consensus.
4. Invalid labor contract:
A labor contract that violates laws and administrative regulations and a labor contract concluded by fraud, threats, etc. are invalid labor contracts.
5. Definition of probation period:
Refers to the investigation period agreed by the employer and the laborer for not more than six months for mutual understanding and selection.
6. The provisions of the labor contract:
i. The duration of the labor contract
ii. The work content
iii. The labor protection and labor conditions
iv. The labor remuneration
v. The labor discipline
vi. The labor contract termination conditions
vii. The liability for breach of labor contract.
7. Classification of labor contract period:
There is a fixed period, no fixed period, and a period of time to complete a certain job.
8. Changes in the labor contract:
Due to changes in the process of performing the labor contract, part of the terms of the labor contract may be modified and supplemented after consultation between the parties. The unmodified part remains in effect.
9. Definition of termination of the labor contract:
the labor contract expires when the labor contract expires or the labor contract termination conditions occur.
10. Renewal of labor contract:
The labor contract expires, and the labor contract can be renewed after consultation between the two parties.
11. Termination of labor contract:
This refers to a legal act that causes one or both parties to the labor contract to terminate the labor relationship in advance for some reason before the labor has been fully performed.
12. Definition of collective contract:
A collective contract is a written agreement concluded by the trade union (or employee representative) on behalf of employees and the enterprise on labor remuneration, working conditions, etc. through negotiation and negotiation.
(1) The content of the collective contract:
i. The standard part of labor conditions.
ii. Transitional regulations.
iii. The provisions of the collective contract text itself.
(2) The collective contract takes effect:
If the labor administrative department has not raised any objection within 15 days after receiving the labor contract text, the collective contract shall become effective.
(3) Collective contract disputes:
If there is a dispute due to collective negotiation and signing of a collective contract, and the parties cannot negotiate and resolve on their own, the parties may apply in writing to the labor dispute coordination agency of the labor administrative department for a written consultation process.
If no application is filed, the labor administrative department, if necessary, coordinate and deal with it according to the situation.
13. Definition of labor disputes:
This refers to disputes between the parties to the labor relationship due to the implementation of labor rights and performance of labor obligations.
(1) Scope of labor disputes:
- Disputes arising from expulsion, delisting, dismissal of employees and resignation of employees, and automatic resignation.
- Disputes arising from the implementation of state regulations on wages, social insurance and welfare, training, and labor protection.
- Disputes arising from the performance of labor contracts.
- Disputes between state organs, institutions, social organizations and employees who have established labor contract relationships with their own units, between individual industrial and commercial households, helpers and apprentices.
- Other labor disputes stipulated by laws and regulations that should be handled in accordance with the “Regulations on the Handling of Enterprise Labor Disputes”.
(2) The labor dispute settlement agencies are:
1. Enterprise Labor Dispute Mediation Committee.
2. The Labor Arbitration Commission.
3. The People’s Court.
3) Labor Dispute Mediation Committee:
It is an institution established by the employer within the unit in accordance with the provisions of the Labor Law and the Regulations on the Handling of Enterprise Labor Disputes.
It is a mass organization that specifically handles labor disputes with employees of the unit of an organization.
(4) The composition of the labor dispute mediation committee:
1. Staff representatives.
2. Employer representative.
3. The union representative of the employer.
(5) Labor dispute arbitration committee:
It is a specialized agency for handling labor disputes.
(6) People’s Court: It is the national judicial organ and also has the task of handling labor disputes.
What is Recruitment Configuration?
The art of “introduction” and “use” of employees.
The appointment of personnel emphasizes the matching of people and positions, and suitable for suitable positions.
Finding the right person but placing it in an unsuitable position can make recruiting work meaningless just like not finding the right person. Recruiting the right talents and allocating them to the right places can be considered an effective recruitment.
Recruitment and configuration have their own focuses. Recruitment is composed of a series of steps such as demand analysis-budget formulation-recruitment plan formulation-recruitment implementation-follow-up evaluation.
Who is needed, how many people are needed, what are the requirements for these people, and through what channels to find these people needed by the company, after the goals and plans are clear, the recruitment will become more targeted.
In fact, staffing should be considered during the analysis of recruitment needs.
In this way, according to the position “tailor-made” a standard, and then recruiting the talents required by the enterprise according to this standard, the allocation will be simplified into a procedural link.
Recruitment and configuration cannot be regarded as separate processes, but two links of mutual influence and interdependence.
Only the recruitment of suitable personnel and effective configuration can ensure the realization of the meaning of recruitment.
The basic principle
Human resources management should only use people to the best of their ability, and then make the best use of them.
Personnel should be appropriate to maximize the role of human resources.
However, how to achieve scientific and reasonable allocation is an important issue that human resources management has to solve urgently for a long time.
How can we effectively and rationally allocate human resources to enterprises? The following principles must be followed:
1. Energy level correspondence principle
A reasonable allocation of human resources should strengthen the overall function of human resources so that human capabilities correspond to job requirements.
There are levels and types of enterprise positions. They occupy different positions and are at different energy levels.
Everyone also has different levels of abilities and is in different energy level positions in the longitudinal direction.
The staffing of posts should correspond to the energy level, which means that the level of energy possessed by each person corresponds to the level and the energy level requirements of the position.
2. Advantage positioning principle
Human development is influenced by innate qualities and even more restricted by acquired practice.
The acquired ability is not only related to my efforts, but also to the practical environment. Therefore, the development of human ability is uneven, and his personality is also diverse.
Everyone has their own strengths and weaknesses, their overall energy level, and their own professional strengths and work hobbies.
There are two aspects to the positioning of advantages:
a. People should choose the position that is most beneficial to their own advantages, according to their own advantages and job requirements.
b. Its advantages.
c. Dynamic adjustment principle: The dynamic principle means that when the requirements of personnel or positions change, the staffing should be adjusted in a timely manner to ensure that the right people are always working in the right positions.
Posts or job requirements are constantly changing, and people are also constantly changing.
People’s adaptation to positions also has a process of practice and understanding.
Due to various reasons, the energy levels do not correspond, and the use of non-directors often occurs. Therefore, if a position is established and a job is set for life, it will not only affect the work but also be detrimental to human growth.
Corresponding to the energy level, the dominant position can only be realized in the dynamic process of continuous adjustment.
d. Internal principle: Generally speaking, when enterprises use talents, especially senior talents, they always feel that there is not enough talents and complain about the lack of talents in their units.
In fact, each unit has its own talents. The problem is that “there is always there in Maxima”, and “not always in Bole”.
Therefore, the key is to establish a talent resource development mechanism within the enterprise and use talent incentive mechanisms. Both of these mechanisms are important.
If there is only a talent development mechanism and no incentive mechanism, then the talents of the company may be drained.
Cultivating talents from the inside, providing opportunities and challenges to capable people, and creating an atmosphere of tension and motivation are the driving forces behind the company’s development.
However, this is not to exclude the introduction of necessary external talents.
When it is really necessary to recruit talent from the outside, we cannot “draw the ground into prison” and buckle inside the company.
The human resources allocation work not only involves the outside of the enterprise, but more and more difficult jobs exist inside the enterprise.
From the actual performance, there are three main forms of human resource allocation:
1. Man-post relationship
This type of configuration is mainly to ensure the quality of human resources in various departments and positions within the enterprise through various links in the human resources management process.
It is a form of configuration based on the correspondence between employees and positions.
As far as the internal of the enterprise is concerned, there are roughly the following ways of staff allocation in this type: recruitment, rotation, trial, competition for employment, and final elimination (when the number of employees in the enterprise exceeds the number of positions, or in order to maintain certain competition.
In the process of probation, during the trial process or in the process of competitive employment, layoffs are implemented for those with the weakest abilities. This is a sort of final elimination configuration).
Two-way selection (when the number of employees in the enterprise is equal to the number of positions, often Announce job requirements, and then let employees choose freely, and finally select people by post. This is a two-way selection configuration method).
2. Mobile configuration
This is a type of configuration that moves from employees’ relative positions.
It guarantees the quality of human resources for each position in the enterprise through the movement of personnel up, down, left and right.
There are roughly three specific manifestations of this configuration: promotion, demotion and transfer.
3. Flow configuration
This is a type of allocation from the flow of employees relative to corporate positions.
It ensures the quality of human resources in each department and position within the enterprise through the internal and external movement of personnel relative to the enterprise.
There are three specific forms of this configuration: placement, adjustment and dismissal.
How to allocate human resources?
1. Reasonably adjust the production line, especially the personnel structure of the mining line. According to the principle of being capable and efficient, we should adjust out the old and infirm people who are not suitable for the front-line production, and enrich the strong personnel to the front-line production positions, so that the front-line production team will always maintain a state of excellence.
In order to ensure that the front-line production personnel can have vigorous energy to complete various production tasks.
2. According to the actual needs of production, refer to the number of production lines and workload, and allocate auxiliary staff in proportion so that they can ensure quality and quantity, complete production tasks on time, and do not waste labor.
3. The staffing of the ground and government posts must be prevented from occurring due to the establishment of posts. The positions that can be used for part-time work should be combined to ensure the rational use of human resources.
4. It is necessary to openly, fairly and impartially allow each employee to compete for his position on his own.
Three-level dynamic management should be implemented for the personnel on the job.
That is, the on-job personnel are divided into excellent, qualified, and temporary on-the-job status, and according to the actual work performance of each on-the-job employee, the three status conversion systems are regularly implemented. Give each person on the job both motivation and pressure.
5. In the process of allocating human resources, it is necessary to break the boundaries of the identities of workers and cadres, so that those who are capable can truly be superior to those who are mediocre.
At the same time, it should also break the concept that college graduates must be assigned to management positions to work, and they can be assigned to some highly skilled workers to work.
Let them use their ingenuity in practice, and use their theoretical knowledge to make up for the shortcomings in practice, so as to promote the technical progress of related positions.
6. When allocating production (work) personnel in various positions, the combination of old, Chinese and youth should be adopted to give full play to the role of communication, help and belt.
Make the age structure, knowledge structure and physical fitness structure of each position conform to the principle of optimal allocation, so as to form a complementary effect between experienced and highly skilled old workers and energetic and healthy young workers to ensure high impact.
Complete the established goals of the enterprise efficiently.
What is the Configuration Model of Human Resources?
There are three forms of human resource allocation:
This type of configuration of human-post relationship is mainly to ensure the quality of human resources of various departments and positions in the enterprise through various links in the human resources management process.
There are roughly three specific manifestations of this configuration: promotion, demotion and transfer.
There are three specific forms of this configuration: placement, adjustment and dismissal.
Combining the above three forms of human resource allocation, the rational allocation of human resources within an enterprise should be based on the individual-post relationship, and the dynamic optimization and allocation of enterprise human resources should follow the following “individual-post dynamics” Matching model “:
This personal-post dynamic matching model mainly includes the following main steps and components:
What is Human Resource Planing?
Corporate goals can only be achieved through the allocation of qualified human resources, and the allocation of human resources requires careful human resource planning.
Human resources planning is the preliminary work of enterprise manpower allocation, and it is a process of dynamic forecasting and decision-making of enterprise personnel flow.
It has a leading and coordinating role in human resource management.
Its purpose is to predict the human resource needs and possible supply of the enterprise.
Ensure that the enterprise obtains the qualified personnel required in the time and position needed.
Realize the development strategy of the enterprise and the personal interests of employees.
For any organization or enterprise to have a qualified and efficient staff structure, it must carry out human resources planning.
Job vacancy application and approval
Manpower planning is more of a prediction of the number of personnel required by the enterprise and the number of personnel that can be provided within the enterprise.
As for which departments and positions have vacancies, the department heads must submit job vacancies and applications.
The Human Resources Department conducts careful and rigorous examination and approval.
If there is no stricter examination or the establishment of this examination in form does not work at all, then it is very likely to cause the overall population of the company to expand. Therefore, strict job application and approval are the basis for effective manpower planning and effective use and allocation of human resources.
What is Work analysis?
After the positions of the recruiters and the number of vacancies in each position are determined, the positions of these positions should be analyzed to determine the job tasks, responsibilities and qualification conditions of the positions.
In fact, job analysis should be done as a basic job of human resource management, and it does not have to be carried out temporarily when there is a demand for recruitment.
If job analysis is done well and a standardized work statement is formed, then when there is a demand for recruitment.
As long as the internal and external environment of the enterprise changes, there will be new changes in the duties and qualifications of the position.
What is Talent Assessment?
With the job analysis, we know the requirements of the position on personnel in terms of knowledge, skills, personality, etc., so we can design talent evaluation indicators based on this, and select the corresponding measurement tools.
The scientific talent assessment of job applicants can let us know whether he (she) is qualified for a certain position. Thereby providing a basis for the rational allocation of talents.
Since many human resource allocations are done within the enterprise, a census of the company’s human resources through means such as talent evaluation and performance evaluation, and the establishment of an enterprise’s talent pool on this basis, will be very beneficial to the enterprise’s human resource allocation.
Recruitment and reasonable allocation
After conducting job analysis and talent evaluation, it is necessary to rationally allocate personnel recruited from inside or outside the enterprise, place suitable people in suitable positions, and match individuals with positions.
In fact, personal and job matching has 2 meanings:
First, job requirements and personal qualities must be matched.
Second, work remuneration and personal motivation should be matched.
It can be said that all activities for recruitment and staffing are to achieve matching at these two levels, and they cannot be biased. The reason is not complicated. For example, a company wants to hire a manager in the research and development department.
Emphasize what kind of knowledge, skills, talents and experience the applicant must possess. There are indeed people with this quality among candidates.
Does this mean that individual-job matching can be achieved?
Not necessarily. If the remuneration standard set by the recruiting company for this position falls short of the applicant’s expectations, individual-post matching will still not be achieved.
Dynamic optimization and configuration
After recruiting personnel and performing reasonable and effective allocation, you must also dynamically optimize and allocate human resources through deployment, promotion, demotion, rotation and dismissal.
This is as with the changes in the internal and external environment of the enterprise, the post, there are bound to be new requirements for qualifications.
And as time goes on, people who work in this position may also become no longer suitable for the requirements of this position or their capabilities have far exceeded the requirements of the position.
Therefore, it is necessary to re-do job analysis and talent assessment, and reposition job responsibilities, job requirements, and the knowledge, skills, and capabilities of existing personnel.
The rise of the rise and the fall of the fall make the allocation of human resources approach reasonable.
This is a key factor for the continuous optimization of human resources in enterprises.
Therefore, leaders, especially the human resources department, should track changes in the internal and external environment of the enterprise, and update work analysis documents in a timely manner.
Managers at all levels should have a comprehensive and correct understanding of positions and subordinates, so that it is possible for the overall human resources of the enterprise to reach Optimization.
After the enterprise adopts the correct measures and means to rationally allocate human resources, the right people work in the right positions, which will improve the work performance, job satisfaction, and attendance of employees, thereby improving the overall effectiveness of the organization .
Whether the allocation of human resources is reasonable has a significant impact on the short-term performance and long-term development of the enterprise, so it should be given sufficient attention.
After completing talent recruitment, enterprises should also follow the relevant theories and methods of human resource allocation, so that talents can be matched with people-posts, try to do the right things for the people.
Make the best use of the talents. Make the best use, and match the personnel, so as to reduce internal consumption.
Maximize the role of human resources, and promote the sustainable, stable and rapid development of enterprises.
The analysis of human resource allocation involves the relationship between people and things, various conditions of people themselves, enterprise organization mechanism and industry reality and other factors.
Thereby, five aspects of configuration analysis are formed.
1. Analysis of the total allocation of people and things
The total allocation of people and things involves whether the quantity relationship between people and things corresponds, that is, how many people have to do how many things.
But this quantitative relationship is not absolute, but changes with the operation of the enterprise and the current production orders. Whether it is a matter of people or things, it is not the result that companies want to see.
The problem that many business owners are currently annoying is that, on the one hand, ordinary and skilled employees are difficult to recruit and no one is doing something.
On the other hand, it is manifested by the phenomenon of internal management personnel being unreasonable or lacking competent management personnel.
After analyzing the situation of surplus or insufficient manpower or both, we should pay more attention to how to reasonably allocate manpower supply and demand. Generally, when there is a shortage of personnel, you can consider:
First of all, you should consider adjusting within the enterprise, because this method not only has low risk and low cost, but also makes employees feel hopeful and have opportunities.
Secondly, measures such as external supplementation, recruitment, secondment, and task subcontracting can be considered. When the staff is surplus, attention should be paid to the use of multiple channels for proper placement. Implementation of flexible working system.
2. Analysis of the configuration of people and affairs
The structure of people and things means that things are always diverse, and people with corresponding expertise should be selected according to different natures and characteristics.
An important goal of staffing within an enterprise is to assign various types of staff to positions that best leverage their expertise, and strive to make the best use of their talents.
As the saying goes: do the right thing with the right people. Therefore, classify according to the capabilities and characteristics of the existing personnel of the enterprise, examine the use of existing personnel, and list the matrix table, from which you can analyze the actual use and effect of the existing human resources in the organizational structure.
For example, through vertical and horizontal analysis (listing the number of positions for each position), find out the current actual utilization rate of human resources and find out the possibility of causing actual waste.
According to the human resources matrix, it can be analyzed how many skilled workers are doing unskilled work and how many skilled workers are working.
Among engineering and technical personnel, how many are doing skilled work and how many are doing skilled work. How many professional managers are half-worked or not full. Therefore, the adjustment of human resources is needed to avoid the waste of human costs from direct to indirect.
3. Analysis of the quality allocation of people and affairs
The quality configuration of people and things refers to the quality relationship between people and things, that is, the relationship between the difficulty of things and the ability level of people.
Things are difficult and complicated, and people are capable of high and low.
According to the characteristics, difficulty and complexity of each thing, as well as the requirements for the qualifications of personnel, it is necessary to select people with corresponding ability levels to undertake.
This is because the fundamental task of human resource management is to rationally allocate and use human resources, and to increase the ratio of human resource input to output.
To use human resources rationally, it is necessary to have a detailed understanding of the composition and characteristics of human resources.
It can be said that human resources are composed of individual manpower and capabilities, and the capabilities of individual personnel are different due to factors such as physical conditions, education, and practical experience, forming individual differences.
Such individual differences require that they be arranged in posts at the corresponding energy level according to the difference in ability size and level, so that the individual’s ability level can be adapted to the job requirements.
There are two main situations where the quality of people and things do not match.
The first type is the requirement that the quality of the existing personnel is lower than the current position.
The second is the requirement that the quality of the existing personnel is higher than the current position.
For the former, you can consider using methods such as skill training or transfer to adjust the use of existing personnel.
For the latter, you should consider promoting them to a higher position to work, so as to realize their greater potential.
There is a tendency of “high consumption of talents” in the recruitment of many enterprises. That is, when recruiting, selecting and promoting personnel, excessive pursuit of academic qualifications.
Although doing so will improve the overall cultural quality of the enterprise, but can achieve “Quantity” and “applicability” are the roots of human resource management and development. Not to mention the excessive pursuit of “high consumption” of talents, and its negative effects are inevitable:
a. It is a waste of high talent and low use.
b. Talents with low diplomas and strong practicality are stifled;
c. “High failure” and “low failure” will increase labor costs
d. It is also possible to cause negative and instability among internal personnel.
It can be seen that the most effective strategy for human resources management is to apply and find dynamic measures only when appropriate.
4. Analysis of human and workload
The relationship between people and things is also reflected in whether the number of things is compatible with people’s ability to bear, so that human resources can maintain physical and mental health. This is because the activities of the organization are an organic whole that is interconnected, interdependent and connected.
The human resource allocation of each department should be compatible with the workload it undertakes, so that the workload is compatible with the physical and mental capacity of human resources.
For example, the labor intensity of employees must be moderate, the mental work must also be moderate, and the working hours must also be moderate, not to exceed a certain range, how to form a pressure and motivation reasonably, but also to maintain the health of employees and maintain and improve their mental state .
In terms of actual operation, if the workload is too heavy, the work load should be reduced or a new post should be set up to share the work of the original post.
If the workload is not enough, you should consider merging the corresponding post or increasing the work content of the post.
Whether the workload is too heavy or the workload is too light, it is not conducive to the rational allocation and use of human resources.
5. Analysis on the use effect of post staff
The analysis of the configuration of people and things ultimately depends on the use of employees on the job, which is an important part of dynamically measuring the relationship between people and things.
Generally speaking, the effect of personnel use is often based on attitude, and the performance is compared with the strength of their own ability.
In the aspect of proofreading work performance and ability, according to the actual data (the performance is good or bad and the level of ability), the personnel use effect (basic analysis) can be divided into four sections.
Interval A: For high ability and good performance
Section B: Good performance but low ability
Section C: It is a situation with high ability but poor performance
Section D is a case of low ability and poor performance.
In terms of practical operation, different strategies and improvement methods should be adopted according to the above situation.
First of all, the employees in interval A are the employees with the highest value, and the unit should retain them and reuse them.
Secondly, the employees in Section B should encourage them to maintain their original work enthusiasm and improve their ability through training to bring them closer to Section A.
Third, the employees in Section C should find the factors that affect performance and strive to help them improve their performance in the future.
Finally, the employees in Section D should pay attention to whether they have the possibility to improve their job performance, or through training and The appraisal readjusts the position.
The analysis of human resources allocation is based on internal human resources allocation as a landing point.
However, when internal configuration and adjustment are difficult to meet the actual needs of the enterprise, external recruitment is necessary.
It can be said that the key to external recruitment is to achieve an effective match between the recruited personnel and the positions to be recruited.
This kind of matching is required to combine the personal characteristics of the applicant with the characteristics of the job position, so as to reflect the rigid principle of “immediate employment”, which is the desired result of human resource management.
How to achieve
1. Efficiently handle the daily work of human resources and ease the pressure of transactional work
Human resource practitioners rarely work overtime, especially the specific HR operator of some large enterprises, who are engaged in tedious, single repetitive and very heavy workload every day.
With the development of the enterprise, the workload and pressure of the human resources department are increasing, and the service satisfaction is also getting worse.
Therefore, helping human resource operators optimize their work mode and improve work efficiency is a key measure to improve HR efficiency and improve service image.
In the information system, you can start to optimize the working mode from three aspects.
First, consolidate basic personnel management. Basic personnel is trivial and takes up a lot of work. If you fall into these tedious affairs, there is little time to think about strategy, planning, planning and other things.
Through batch operations, the system automatically handles transactional work such as employee onboarding, transfer, regularization, salary calculation and payment, which can effectively improve HR work efficiency and save more time.
Secondly, use the early warning reminder function provided by the system to prompt time-sensitive work, such as: trial expiry reminder, two fixed-term contract reminders, separation tendency warning, etc., can greatly reduce the human resources managers in the time and energy spent on transactional work free up a lot of time to do human resources planning and consulting.
Finally, mobilize everyone to participate.
Human resource workers often receive telephone consultations from employees, such as why the salary is low? Which part of the leave process is approved?
The business manager may consult the department’s personnel information, labor cost information, and so on.
How do you feel if you do dozens of similar calls a day, if every day and every month and month are like this?
Through the information system, you can let some self-service projects be inquired by employees and business departments to understand the salary deduction. Like which, what is the status of the department staff, etc. Similar simple consultations 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 company’s senior management.
2. Electronic business process to standardize human resource management
The impact of talent entry and exit on the enterprise is self-evident.
What kind of people do you need to come in?
When the economic environment is not good, who needs to go out? Enterprises assume that they need to lay off staff. Does it mean whoever has the highest annual salary?
An employee’s annual salary of 500,000 does bring a lot of cost pressure, but he may have created 100 million in value.
What should I do?
This requires a good talent entry and exit mechanism to use the mechanism to assess who should be laid off and what kind of people should withdraw.
First, we need to improve the qualification system.
The basis for talent entry and exit lies in how to measure the matching degree of this person and the capacity of the position he holds, that is, whether he meets the qualifications for the position.
Using the recruitment business platform of the eHR system, you can effectively control some key nodes, such as the approval of recruitment needs, the job-matching of candidates, interview evaluation and other functions, effectively select talents, and resolve the blind entry to the enterprise risk.
Finally, standardize contract labor management.
According to the “Labor Contract Law”, it is very important to regulate and finely manage employee labor contracts. The information system can not only record and monitor the labor contract status of employees at any time, but also help enterprises to do talent cost analysis through real-time statistics.
3. Use the performance system to make the performance management work more fair and just
Due to the lack of computer-assisted traditional evaluation mode, the evaluation cost is huge, and managers have to choose a simple evaluation mode.
However, the simple evaluation mode is bound to be difficult to achieve quantitative and multi-angle evaluation, too low evaluation frequency will inevitably bring “Myopia effect”, “halo effect”, etc.
Additionally, the interference of human factors such as “good old people”, it is difficult to guarantee the fairness and impartiality of the assessment work. These headaches can be solved by using eHR system.
Using the eHR system, you can complete the performance evaluation scoring online, automatically calculate the evaluation results, and also conduct multi-angle intelligent comparative analysis of the evaluation results to help leaders select outstanding talents.
Tthrough the employee self-service platform, employees can also query personal performance evaluation online. As a result, every assessment result of the employee will be recorded in the system.
It is excellent or incompetent. It can be seen through the system at a glance. If there are different opinions, you can also directly feedback through the system to let employees know their performance in time.
In addition, the various parameter settings in the background of the system can effectively control the interference of human factors such as “old and good people” and “private anger”, making the assessment results more fair and just.
Informatization can help companies better achieve process management.
When employees are performing performance goals, superior managers must be aware of them and must control them in the process.
For example, during the process, employees have good and bad performance, and can make records in the system at any time.
The employee’s poor performance has an impact on the work.
The superior needs to guide him, give suggestions for improvement, and help the employee to grasp the direction in the process.
The data records of performance process management play a very important role in performance evaluation.
According to the process records, there will be a sufficient evaluation basis for performance evaluation.
4. Multi-angle analysis and application, assist decision-making, and support corporate strategy
The value of human resource management is by no means a purely functional application.
As an important part of corporate strategy, the formulation of human resource strategy needs to be based on detailed, objective, and in-depth analysis.
Therefore, various analyses of human resources are human resource strategies. The basis for decision-making.
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, labor trends in cost, staff position structure ratio, job-post matching rate, key talent arrival / churn rate, employee satisfaction, per capita output / expense rate, etc.
In summary, eHR, as a new type of human resource management thought and model, can effectively realize the efficient management and shared services of corporate human resources, improve the overall satisfaction of employees, and improve the core competitiveness of the enterprise.
Through the establishment of the eHR system, you can achieve:
1. Outsourcing cumbersome transactional work to the eHR system to free up human resources workers to engage in more effective human resources management strategic work
2. Through the establishment of a shared service center, Significantly reduce employee management costs, while greatly improving employee satisfaction.
3. Fully tap the enterprise’s computer network resources, ask for benefits from information technology, and realize the reduction of people and efficiency.
What is Training and Development?
Help employees to be competent and discover their maximum potential
For employees who are new to the company, they need to adapt and be competent as soon as possible. In addition to their hard work, they also need help from the company.
For employees on the job, in order to adapt to the adjustment of the company’s strategy brought about by changes in the market situation, it is necessary to constantly adjust and improve their skills.
Based on these two aspects, it becomes very necessary to organize effective training to maximize the potential of employees.
In terms of content, the training includes corporate culture training, rules and regulations training, job skills training and management skills development training.
The training must be targeted and the specific needs of different groups of trainees must be considered.
For new employees, training can help them adapt and be competent, and for employees, training can help them master the new skills needed for their jobs and help them maximize their potential.
While for companies, the training work will make the company work smoothly and the performance will continue to improve.
What is Salary and Benefit Management?
One of the most effective means of employee motivation
The role of salary and benefits has two points: one is to affirm the past performance of employees; the second is to promote the continuous improvement of employees’ performance with the help of an effective salary and welfare system.
An effective salary and welfare system must be fair, guarantee external fairness, internal fairness and job fairness.
External fairness will make the company’s compensation and benefits competitive in the market.
Internal fairness needs to reflect the vertical difference in salary, and post fairness needs to reflect the gap in competence of employees with the same position.
A fair sense of past performance will definitely give employees a sense of accomplishment, and a commitment to future salary and benefits will inspire employees to continue to improve performance.
Salary and benefits must be organically combined with the material and non-material forms, so as to meet the different needs of employees and maximize the potential of employees.
What is Performance management?
Different perspectives, different endings
The purpose of performance evaluation is to affirm the past performance and look forward to the continuous improvement of future performance through the evaluation of performance through an effective system.
Traditional performance work only stays at the level of performance assessment, while modern performance management pays more attention to the improvement of future performance.
The shift in focus has shifted the focus of modern performance work. The effectiveness of the system has become the focus of HR workers.
An effective performance management system includes scientific assessment indicators, reasonable assessment standards, and salary and welfare payment and reward and punishment measures corresponding to the assessment results.
Pure performance appraisal limits the performance management to focus on past work, and pay more attention to the follow-up role of performance in order to shift the perspective of performance management work to the continuous improvement of future performance!
I. Seek senior support
If HR wants to successfully implement performance management in a company, it is necessary to fully understand the work content, work flow, and general situation of each department. This is the prerequisite for you to communicate with the department head to win the respect of others.
HR must fully communicate their plans and ideas with the company’s senior leadership, agree on the direction, goals and strategies, and do their utmost to win the support of the company’s senior management. The higher the senior level, the better.
The method allows it to be supported by practical actions at all stages of performance promotion.
With the support of senior executives in execution, the directors of other departments will not sing you too much.
II. Submit assessment ideas
Organize the opinions communicated with the supervisors to form your own preliminary overall performance management promotion ideas, including the general structure of the performance system, the way to conduct the performance assessment based on the assessment method, how to set the performance assessment indicators, how to apply the performance results, and the work that other departments need to do during the entire assessment cycle (company leaders, HR, department heads, employees themselves), etc.
In this, it is more important to choose the appropriate assessment method (for example: MBO, KPI, BSC, etc.). After writing the general idea, first submit it to the company leader for review.
III. Formulate performance evaluation indicators
After the revision and approval of the company leaders, take this general idea to discuss the evaluation indicators of various positions with department heads and employees.
Of course, HR must first have its own ideas, because employees, including some supervisors, have no experience in HR performance management, there is no idea.
If you want to do good performance management, this process is very long.
You must fully extract the opinions and suggestions of employees and supervisors, so that the subsequent systems and programs can be recognized as much as possible, and the implementation will be It’s easier.
The setting of performance appraisal indicators is difficult and key.
It is necessary to link the efforts of employees with their own salaries, promotions, career development, etc.
There are several scoring methods that can be recommended for flexible application of HR when setting KPI indicators: empirical increase and decrease method, intermittent increase and decrease method, positive and negative proportional method, easy-to-break line method, deduction system.
The energy should be quantified as much as possible, if not quantified, as detailed as possible, and if not as detailed as possible.
IV. Require employees to sign for confirmation
First, it is convenient to implement and execute well in the future-they are implemented only after everyone has confirmed their consent.
The second is that the new labor contract law requires that in the event of a labor dispute, the company has the obligation and burden of proof. This signed confirmation is the evidence.
V. Performance evaluation cycle
It is better to shorten the assessment cycle to within a quarter (quarterly, monthly), so as to facilitate the supervisor to find problems in time and process control, but not to accumulate the problems to the end, which is difficult to clean up.
The employees sign and confirm the assessment results. HR archives are used as the basis for half-year or annual performance assessment, which will greatly reduce the trouble of final assessment and greatly improve employee satisfaction.
Don’t underestimate the simple action of signing, at least it will make employees feel that the company will not operate in secret.
“Boss” magazine said that during the implementation process, supervisors or employees will have a lot of doubts or problems, HR should come out to solve and explain. Of course, there are many unreasonable points that need to be constantly improved.
The performance management process is originally a PDCA cycle process, as HR to promote performance management is also a PDCA process.
Only in this way can we continue to improve and slowly form a set of performance management models suitable for the development of your company.
What is Labor relations in HRM?
Realize a win-win situation for the company and employees
The treatment of employee relations is based on the relevant national laws and regulations and company rules and regulations.
At the beginning of the labor relationship, the rights and obligations of the workers and the employer are clarified, and within the contract period, the workers and the employer are handled according to the contract Between rights and obligations.
For laborers, labor contracts are needed to ensure that their interests are realized, and at the same time fulfill their due obligations to enterprises.
For employers, labor contract laws and regulations are more about standardizing their employment behavior and safeguarding the basic interests of laborers.
But on the other hand, it also protects the interests of employers, including the agreement on the duration of labor, the dismissal of workers who are not qualified for the job according to the applicable provisions, and the evasion of labor laws and regulations in line with laws and regulations, and saving human capital expenditures for enterprises.
In short, the purpose of employee relationship management is to clarify the rights and obligations of both parties, provide a stable and harmonious environment for the business development of the enterprise, and ultimately achieve a win-win situation for the enterprise and employees through the achievement of the company’s strategic goals!
What is Functional contact in HRM?
Recruitment is a relatively important function.
First, as the source of blood transfusion, recruitment is strong, and it can continuously provide high-quality human resources.
Second, as the gateway to the quality and effectiveness of human resources of the enterprise. Less investment, less time, and even he can be used as a parent to train and influence others.
The assessment will reduce the game cost and simplify complex issues. The salary will have a cost-effective result, and the employee relationship and corporate culture will also be greater and will improve.
Finding talented people can reduce R & D and technology investment of enterprises, and enable enterprises to rapidly expand and replicate, and easily enter industries that have never been involved.
The third is to be a dialysis regulator for human resources inside and outside the enterprise. For example, if the quality of human resources is low and the density of talents is low, it is necessary to introduce talents to balance internal and external.
If the personnel is mediocre, it is necessary to introduce catfish, and if the enterprise lacks competition for talents, it is necessary to introduce counterbalancers.
The function of training is to make blood and improve the ability, knowledge and attitude of personnel to make them human resources.
Second is to make machines and teach new processes and their knowledge and technology to make machines for technology and management.
Third is to make people, namely Transforming people, this is from the perspective of individuals.
Personal promotion and professional development require education and training to cooperate, and the transformation of individuals also gives them a sense of accomplishment.
If the training is done well, it can save the recruitment cost of high-level talents, reduce the recruitment cost of high-level talents, strengthen the standardization and standardization, and reduce the operating costs.
Conversely, due to salary or geographical restrictions, the quality of recruits is low, and training can be promoted. Is assessment related to training?
If the quality of enterprise personnel is improved and the degree of professional standardization is strong, can it be used to assess those low-level indicators?
Just like Haier initially required employees not to urinate anywhere.
Later, it certainly deviated from this level. It can be said that the training also contributed to the assessment and reduced the assessment cost. This is like saying: I am at ease when you do things.
Assessment is another important link. The so-called no rules do not make a square circle, with rules, do not make a square circle, what should I do?
Need to measure, correct, reward and punish.
The assessment on the surface is to set rules, see the results, and reward and punish. In fact, these are processes, the purpose is to improve the optimization performance.
When the performance is evaluated, the model can be summarized, and the main points and principles of recruitment and training come out.
The evaluation finds the problem, recruitment can avoid such personnel, and the need for training has emerged.
Of course, the most direct thing is to honor rewards and punishments, match responsibilities with rights, and fully mobilize enthusiasm.
Salary management is the basis of fairness and incentives, and is also an important factor affecting the rate of corporate churn.
Salary should take into account both external and internal fairness. The salary is low, no matter how hard the recruitment is, the staff can’t keep it. Higher salaries will also form a bureaucracy and threshold.
Everyone is unwilling to do responsible things, afraid of losing their jobs, and will take Wu Dalang to open a store, set up many conditions, and try to exclude outsiders. Salary also has an impact on performance management. The cashing in is stronger and irritating, but it will guide employees to be short-sighted and stare at the immediate indicators to deviate from long-term performance. It requires long-term, medium-term and short-term incentives to be properly matched in order to give full play to its effectiveness.
Discipline of HRM
What is the Development History of HRM?
The first generation of human resources management system appeared in the late 1960s.
In addition to automatic calculation of personnel compensation, there are few more functions such as report generation and data analysis, and it does not retain any historical information.
The second-generation human resource management system appeared in the late 1970s, and designed non-financial human resource information and salary historical information, as well as primary report generation and data analysis functions.
The third generation of human resources management system appeared in the late 1990s.
The database of this generation of HRMS collected and managed almost all data related to human resources, and it also has powerful report generation tools, data analysis tools and information sharing. achieve.
The main reason why an enterprise adopts a human resources management system is that it expects to use human resources management systems to apply human resources to the best economic benefits.
Also because of the advent of the knowledge economy, the so-called concept of human capital has been formed and the importance of human capital is not less than land, plant, equipment, capital, etc., and even beyond. In addition, people are carriers of knowledge.
In order to effectively use knowledge and maximize the effectiveness of knowledge, proper human resource management is required to be able to use human resources. The best use of resources.
What is the Main HRM subject?
Western economics, statistics, organizational behavior, management, accounting, compensation management, job analysis and evaluation, welfare management, labor relations, strategic management, performance management, training and development, employee mobility management, international human resources management, Human resource planning, etc.
What is the main HRM course?
“Management”, “Microeconomics”, “Macroeconomics”, “Management Information System”, “Statistics”, accounting, financial management, marketing, economic law, human resource management, organizational behavior, labor economy Learning, performance management, compensation and benefits, training and development, recruitment and configuration, human resource planning, labor law, human resource management software, professional English
What is the Direction of career in HRM?
Enterprises and institutions and their consulting institutions are involved in human resources management related positions, engaged in recruitment, human resource development, assessment, salary management, employee training, office secretarial work and so on.
What is Human Resources Management division application process?
1. Register at the Vocational Skills Appraisal Center or Agency of the Labor Security Department of each province in your country.
2. The application conditions are reviewed by the provincial professional skill appraisal centers.
3. After passing the examination, pay the examination fee and get the admission ticket after paying the examination fee.
4. Participate in the national unified examination, the examination venue is organized by the provincial professional appraisal center.
5. After the test, the test results will be notified and the certificate will be issued within three to four months. Those who fail can choose to participate in the make-up test.