1. Mentoring center of many group companies

In the design of human resource management system, we focus on the integration of corporate strategy, corporate culture and human resource management.

The human resource management system after the enterprise reform is based on management by objectives, with key performance indicators (KPI) as the core content, and establishes a standardized, systematic and strategic human resource management system that adapts to the market economy. Mainly include:[1]

The first sector Strategic sector

Closely follow the requirements of corporate strategic planning goals and corporate culture, and plan the human resource system, so that human resource management truly becomes the core content of the corporate development strategy, and becomes an important support and guarantee for the realization of strategic goals.

Second Section Performance Management Section

Establish a performance management system based on job analysis, with key performance indicators (KPI) as the core, and performance management and salary management as the main content. The means of performance management is evaluation, the core is motivation, and the goal is improvement.

The third section Employee development section

The common development of enterprises and employees is an important part of corporate culture. The core content of employee development is the development and training of employees' abilities. The introduction of talents, training and development, career management and other methods and methods are used to continuously improve the overall quality of the workforce.

Framework and content

First Human Resource Strategic Planning

Second, carry out job analysis

1. Process reengineering

Analyze the existing process of the enterprise, and the architecture is more suitable for the enterprise business and management of the actual process.

2. Tissue Reengineering

Establish a new organization and post system, and form a complete Job Description. Consolidate the foundation of human resource management.

Third, build a systematic key performance indicator (KPI) system

First, identify company-level key performance indicators (KPIs);

Second, identify department-level key performance indicators (KPIs);

Ultimately, identify key performance indicators (KPIs) for each position.

Fourth, build a scientific and reasonable performance management system

"Scientific" means that it conforms to the basic principles of human resource management, and "reasonable" means that it conforms to the actual business and management of the enterprise, and has strong operability and practicability. Performance management not only pays attention to the results of work, but also pays attention to the process of completing the work, and combines the evaluation of results with the evaluation of behavioral performance. Build a performance management system that conforms to the characteristics of enterprise operations.

Fifth, pay reform, establish a performance-oriented and effective incentive mechanism

The most direct application of the evaluation results is in the realization of incentives. mainly includes:

1. Salary incentives: The evaluation results are linked to performance-based wages and bonuses, and performance determines the salary level;

2. Promotion incentives: The evaluation results are the basis for job promotion, and performance evaluation is linked with personnel management;

3. Incentive for development opportunities: The achievement of evaluation results is closely integrated with the training and training of employees, so as to expand the space and form of performance incentives and enrich the content of incentives.

Sixth, establish a sound recruitment and selection system

Seventh, establish a perfect employee training and development system

Eighth, improve the human resources management system

3 Basic overview

The work of the major modules of human resources has its own focus, but the major modules are inseparable, just like the biological chain, the lack of any link will affect the imbalance of the entire system. HR work is an organic whole, and the work of each link must be in place. At the same time, according to different situations, the focus of the work must be constantly adjusted to ensure that human resource management maintains a healthy operation and supports the ultimate realization of corporate strategic goals!

(1) Human resource planning: 1. Organizational setup, 2. Adjustment and analysis of enterprise organizational structure, 3. Analysis of enterprise personnel supply and demand, 4. Formulation of enterprise human resources system, 5. Budgeting of human resources management expenses preparation and execution;

(International Human Resource Management 1. Career Development Theory 2. Internal Evaluation of Organizations 3. Organizational Development and Change; 4. Planning Organizational Career Development; 5. Overview of Comparative International Human Resource Management 6. Developing Human Resource Development Strategic Plans 7. At Work performance factor 8. Employee empowerment and supervision)

(2) Recruitment and configuration: 1. Recruitment needs analysis, 2. Job analysis and competency analysis, 3. Recruitment procedures and strategies, 4. Recruitment channel analysis and selection, 5. Recruitment implementation, 6. Special policies and contingency plans , 7. Exit interview, 8. Measures to reduce employee turnover

(3), Training and Development 1. Theoretical Learning, 2. Project Evaluation, 3. Survey and Evaluation, 4. Training and Development, 5. Needs Assessment and Training, 6. Composition of Training Recommendations, 7. Training, Development and Staff Education, 8. Design of training, systems approach, 9. Development management and business leadership; developing oneself and others, 10. Project management: project development and management practices.

(4) Performance management: 1. Performance management preparation stage, 2. Implementation stage, 3. Evaluation stage, 4. Summary stage, 5. Application development stage, 6. Performance management interview, 7. Performance improvement method, 8 , behavior-oriented evaluation method, 9, result-oriented evaluation method.

(5) Salary and benefits management: (compensation, incentives and benefits) 1. Salary, 2. Build a comprehensive salary system (job evaluation and salary grades, salary survey, salary plan, salary structure, salary system formulation, salary system development Adjustment, labor costing), 3. Welfare and other compensation issues (benefits insurance management, design of corporate benefit programs, corporate supplementary pension and supplementary medical insurance design), 4. Evaluating performance and providing feedback.

(6) Labor Relations: 1. Employment Law, 2. Labor Relations and Society, 3. Industry Relations and Society, 4. Labor-Management Negotiation, 5. Unionization and Labor-Management Negotiation (Safety, Security and Health, Safety and Health Project Safety) and a healthy work environment to promote safety and health in the workplace (practice health and safety) Human Resource Management and Competition 1. Human Resource Management and Competitive Advantage, 2. Human Resource Management and the Environment, 3. Human Resource Planning, 4. Job analysis, 5, personnel recruitment 6, training and development of employees 7, employee performance evaluation 8, productivity improvement programs.

4 career levels

Human resource managers are divided into four levels: human resource administrators (national vocational qualification level 4), assistant human resource managers (national vocational qualification level 3), human resources managers (national vocational qualification level 2) , Senior Human Resource Manager (National Vocational Qualification Level 1). [2]

5 Management system

The development of the concept of human resource management in China basically began in the early 1990s, and the influx of foreign-funded enterprises was its main driving force. In just a dozen years, the overall concept of human resource management in China The management level has been significantly improved. However, due to the unbalanced social and economic development in China, there are still great differences in the management concepts of enterprises in different regions and of different natures: a few outstanding enterprises have established a management system for human resource development and operation, and most enterprises It is in the transition stage from personnel management to human resource management, and there are still quite a number of enterprises that have not yet broken away from the concept of traditional personnel management. Helping Chinese enterprises to establish an effective human resource management system and achieve leapfrog improvement in the construction of four levels of human resource strategy, strategy, management system and human resource technology is a challenge faced by all domestic human resource service (consulting) institutions with opportunity. As analyzed above, for modern enterprises, especially those in rapid growth and development, it is very important to effectively build a modern human resource management system. So how can we effectively build human resource management system in modern enterprises? There are two suggestions:

First, the middle and senior leaders of the enterprise should strengthen the study of human resource management concepts and theories, establish a correct concept of human resources and human resource management, and at the same time strengthen the training of employees in the enterprise, and strengthen employees' awareness of human resource management;

Second, the era of knowledge economy is an era of talent sovereignty, and it is also an era of talent winner-take-all: the so-called talent sovereignty era is that talents have more right to choose employment and make independent decisions on work, and talents do not passively adapt to enterprises or enterprises. job requirements. Enterprises should respect talent's right to choose and work autonomy, and from the perspective of talent's inherent needs, to provide talent with human resources products and services, to win talent's satisfaction and loyalty. Talents do not simply obtain wage income through labor, but share the results of value creation with capital owners. The so-called talent winner-take-all has two meanings: First, the higher-quality, scarcer, and more popular talent resources will get more and more job selection opportunities, and the higher the remuneration they get. Second, the more competitive the market is, the easier it is to attract and retain talents. Knowledge-based employees and professional entrepreneurs have become the leading elements of enterprise value creation and have the right to claim the residual value. This is the foundation of talent sovereignty. The scarcity of talents, the huge value-added space and the high return on investment in human capital make capital pursue talents, talents choose capital, and knowledge employs capital (the appearance of Bill Getz is a sign of knowledge capital's victory over monetary capital). In the age of intelligence, the core task of human resource management is to build the advantage of intellectual capital and maintain the uniqueness of this advantage.

6 elements

For private enterprises, building a standardized human resource management system must effectively grasp the following nine elements:

1. Establish a performance-centered compensation and benefit management system to ensure the "sense of belonging" of talents:

From the planning of attaching importance to corporate goals to the formation of an effective performance guidance, performance evaluation and performance counseling improvement system, and the establishment of the corresponding compensation incentive system, personnel training and development plan, personnel advancement system and the formation of corresponding work flow procedures Wait. Zeng Shuiliang, an expert in private enterprise management, believes that enterprises must establish these standardized systems and operating procedures. Multinational companies rely on the reproduction of the system. When the enterprise is large, it can not only rely on products, but also rely on the system.

Precipitate welfare system. Some companies implement excellent welfare systems, including bonuses, profit commissions, shares, etc. to attract talents, but these conditions are not available at one time, but require an inspection cycle. Only when you work for a certain number of years and meet the requirements of the company can it be realized. . The above two items are known as the "golden handcuffs" for enterprises to retain elite talents, and they have considerable practical value.

stock options. Simply giving high wages to talents has proven to be less effective. In this case, companies will never have the interests of talents to participate in. It is necessary to make some changes so that they can see hope more clearly as the company grows.

Now it has become the most powerful tool for enterprises to hold the hearts of talents, especially for core talents. Through stock options, the enterprise becomes a community of interests that "everyone has a share", talents become the owners of the enterprise, and they can share the interests of the enterprise in the long run. Introduce human resource management, seek common development, and ensure that talents always have a "sense of belonging". Zeng Shuiliang, a private enterprise management expert, believes that modern enterprises will face increasingly severe competition, which is both a challenge and an opportunity. The only way to stand out from the competition is to fully develop and scientifically manage human resources, so as to guide enterprises to continuously In order to succeed, to manage the special scarce resource of human resources, business leaders must change their ideas from the ideological, clarify the management objectives of human resources and the relationship with the overall strategy, management environment, and corporate culture of the enterprise.

2. Establish a people-oriented human management system to ensure the "creativity" of talents

Employees often feel confident when they feel cared for, and want that caring to be expressed in money or other intangibles. Only people who feel that you care about them will follow you and work hard for you. "Money is not everything, but nothing is impossible without money."

Perhaps one of the most common words spoken by Chinese private enterprise bosses is "people-oriented", but there is no concept of how to practice "people-oriented", and "people-oriented" has become a self-proclaimed "gimmick". Zeng Shuiliang, an expert in private enterprise management, believes that private enterprises are the most lacking in the operation strategies of human resource management at the micro level of enterprises. There is no specific operation strategy, and the best concept is just a concept.

We must pay attention to the fact that different businesses and different corporate organizational forms determine that the specific operation strategies of human resource management in these fields are different, and cannot be copied blindly. Too much neglect of human nature is a major failure of management. Considering that many foreign-funded enterprises promote the corporate philosophy of "respecting people and caring for people", isn't it also precisely because of this concept that talents flock to it? Respecting talents means that talents are not only working partners, but also friends in life, and they are equal in personality; it also means that the work itself does not force managers to obey. For talents, it is no longer simply to be used, but to choose work projects and problem-solving methods that are more conducive to the growth of talents on the basis of negotiation and voluntariness of both parties.

In this way, managers and talents are no longer simply order issuers and passive recipients and implementers, but can easily form business partners in their careers, and work has become a value platform for talents to pursue self-realization. The human resource management policy of the enterprise will naturally consider the needs of talents, and it is easy to win the recognition and approval of talents. On this basis, appropriate incentives are selected to ensure the full play of their creativity.

3. Establish a standardized human resource mechanism and strive for the "marketization" of the talent competition mechanism

Without the market, it is impossible to establish a competition mechanism and achieve efficiency. The market here has two meanings: First, it includes the internal human resources market of private enterprises and the external human resources market. The requirement of standardization is to let enterprises take market selection as the way to solve the "import" and "export" of enterprise personnel.

2. Although the employment mechanism of the enterprise Although the employment mechanism of the enterprise has been marketized, the labor value of the enterprise has not been truly marketized. Some enterprises have low remuneration, the legitimate rights and interests of employees are not guaranteed, and the enterprise insurance is not implemented. To solve the problem, coupled with the lack of scientific management, etc., did not reflect the retention of treatment, career, and emotional retention, which affected the enthusiasm of employees.

However, we must also understand that the standardization of the market-oriented docking mechanism is only the foundation. For foreign enterprises, the organizational structure, salary system, information collection, evaluation process and even design methods based on the bureaucratic enterprise organization are well known. We have established a management system of human resources and market-oriented docking mechanism. Although we can gain management advantages in China, we have no advantage in comparison with foreign counterparts. In these fields, the management of Western companies is quite mature. .

4. Establish an innovative contract employment method with a view to the "internationalization" of human resources

Some private enterprises in my country have a so-called "in-system" and "out-of-system" employment methods. If this is the situation, enterprises should also establish rules for how personnel within the system "enter and exit" in the internal human resources market of the enterprise, otherwise how can those "outside the system" be psychologically balanced? Either break the shackles of systems and concepts and establish a unified contractual and socialized employment method. Some human resource managers of private enterprises have told me that the personnel management method of multiple systems makes them feel distressed when they work.

Of course, there is also a need for the state to completely liberalize the management system of enterprises and institutions. In addition, in order to ensure the efficiency of talent use, the market price signal of talents at different levels will become an important reference for enterprises to establish salary levels. Zeng Shuiliang, a private enterprise management expert, believes that private enterprises must use the advanced methods and technologies of modern human resource management to establish a standardized human resource management system, form an efficient human resource platform, and connect with international standards in order to gain the opportunity to compete with foreign companies on the same stage.

5. Increase the skills development of employees and their ability to shape the "ability gene" of the organization

What kind of people does our society need, and what kind of people does our company need to cultivate? It's a big issue to learn whether it's applicable or not. The society is changing all the time, and our company changes with the change of society, so how should our talents adapt to the change of the company? Zeng Shuiliang, an expert in private enterprise management, believes that employee training is a key measure to maintain the survival and even sustainable development of an enterprise. In reality, the training effect is often inconsistent with the expected results of the organization, and the existence of internal costs and external economic effects often makes enterprises fall into a dilemma. For details, please refer to the training course of Zeng Shuiliang, a private enterprise management expert, in "3+1 Training Model".

The fiercely competitive talent market has already made job seekers feel that continuous improvement of their skills and abilities is the foundation of their foothold in the society. When choosing an enterprise, personnel will not only look at the immediate salary and benefits, but also at private enterprises. The degree of emphasis placed on personnel training and development. Training development has become one of the most important factors for private enterprises to attract talents. For private enterprises, if they do not pay attention to the training and development of personnel, firstly, they will not be able to adapt to the challenges of business competition based on human resource competition. At the same time, it is also an immoral manifestation of being irresponsible to employees. For such enterprises, employees do not need to. Instead of building "loyalty". Zeng Shuiliang, a private enterprise management expert, believes that standardizing the construction of a talent training mechanism requires companies to establish a series of corporate training and development systems, especially the continuous development of key talents and the cultivation of reserve talents as the top priority to improve performance. The mental model of the talent gene for training oriented with the organizational ability required for strategic competitiveness, transforming the personal ability to match the organizational ability, and striving for effective training! We often say that talent is the first resource of an enterprise. Is it really implemented? What is the status of talent in the enterprise, and is it a part-time job like a donkey and a horse? You must know that loyal and excellent talents are completely developed by corporate shaping training, but entrepreneurs have not paid enough attention to them subconsciously.

6. Establish a career planning mechanism for employees to create a "sense of purpose" for employees

The purpose of implementing the career planning, design and management of the company's employees is to meet the needs of the company's long-term strategic development, seek the consistency of the company's development goals and employees' personal development goals, and fully grasp the relationship between the employee's personal life cycle and the company's development life cycle. On the development and allocation of human resources for the enterprise. Zeng Shuiliang, an expert in private enterprise management, believes that employees should understand the relationship between employees' personal careers and enterprise development, and set personal goals on the premise of taking into account the interests of the enterprise and employees' personal interests, so that employees and the enterprise have the same goals and behaviors. Start a business together, share success, and develop a career that fits your specific circumstances.

The basic conditions required for enterprises to implement career development and management strategies are: social stability focusing on economic development, people-centered enterprise management, and enterprise employees with self-development awareness. The work placed on the left is mainly carried out by the enterprise organization, the work placed on the right is mainly completed by the individual, and the work placed in the middle means that the enterprise and the individual must cooperate on the basis of full discussion and consensus.

7. Establish "the core competence system of the enterprise" to deepen the competitive advantage of the enterprise

The core competency system of an enterprise is a dynamic system, which is not static and needs continuous improvement and development to ensure that this system can enable the enterprise to gain a competitive advantage and achieve its strategic goals. Two situations require enterprises to make adjustments to the employee core competency system: as the environment changes, the strategic goals of private enterprises and the way to achieve the strategic goals will also change, and the employee core competency system must be changed accordingly.

Even after a private enterprise has successfully transferred its strategy, the core competence system of employees is no longer unique due to the following and imitation of competitors. At this time, the core competence system of employees must make necessary changes. In a word, the establishment and development of the core competency system of employees of an enterprise is to gain the competitive advantage of the enterprise, realize the strategic goal of the enterprise, and complete the mission of the enterprise. The enterprise establishes the core competence system of employees and continuously develops it, which can enable the enterprise to gain more competitive advantages and better achieve its goals and missions.

8. Establish a corporate political work culture to strengthen employees' "sense of identity":

If an enterprise wants to develop sustainably, it must constantly improve its management system and corporate culture. The management system is hardware, and culture is software, and it is also the soul of an enterprise. Zeng Shuiliang, a private enterprise management expert, believes that in order to shape their own cultural image, some enterprises have summed up a set of business philosophy or entrepreneurial spirit without the actual operation and management of the enterprise. Because these ideas or spirits are not recognized by employees at all, this corporate culture has actually become an empty talk that is divorced from the reality of the company. Although it may have a temporary packaging effect for the outsiders, but for the enterprise itself, it is purely a beautiful vase, and its role can be imagined.

The lack of cohesion and sense of identity in the enterprise has shown that a set of accepted values is very important for the enterprise. Refining the "corporate culture that employees agree with" to establish a republican corporate culture of political work can help corporate employees to establish a common sense. ideals, beliefs, and then go all out to work for a common goal. At the same time, it is the foundation of solidarity and harmonious interpersonal relationships. Please pay attention to "corporate culture". It is always culture that determines the development and growth of an enterprise, and culture is always the core of all business management activities of an enterprise.

9. Reasonable authorization and respect for the "sense of achievement" that talents can play

This is the greatest yearning for talents to become managers, and decentralization is to let them see the hope of displaying their talents. In foreign countries, as long as you are excellent, you will have enough stage. It is also necessary for us to follow the trend of the world and bring excellent management talents to the front. For example, some enterprises implement the separation of ownership and management rights, which is to give outstanding talents enough power space and an organizational environment for mutual respect, mutual trust and full communication. Attach importance to talent learning and education, and actively help them grow themselves.

Talent is the first resource for scientific development, and talent advantage is the most potential, sustainable and reliable advantage. The core of the scientific concept of development is people-oriented. On the one hand, the development goals of enterprises should reflect everything for people, and on the other hand, the development motivation should reflect that everything depends on people. From the perspective of development power, people-oriented reflects more talent-oriented. Zeng Shuiliang, an expert in private enterprise management, believes that the boss must work hard to build an enterprise where one's talents are fully respected and the value of talents is fully recognized, so that talents can be brought into full play. An enterprise that not only continuously enriches material wealth, but also has a full flow of talents of all kinds. . The boss must adhere to the concept of talent priority, insist that talent investment is the most profitable investment, talent development is the most potential development, and talent introduction is the most valuable introduction, so that the development of talent resources, the adjustment of talent structure, and talent capital are given priority. Accumulation and talent system give priority to innovation, and give priority to talent development to lead and drive enterprise development. The boss must cherish and cherish talents with the mentality of seeking talents, understand and trust talents, tolerate and motivate talents, "enhance strengths and make up for weaknesses" in training, "enhance strengths and avoid weaknesses" in use, and "enhance strengths and tolerate weaknesses" in protection, so that respect, It is common practice to cherish, tolerate and motivate talents.

Napoleon said, "A person's greatest happiness is to maximize his talents." Bosses must strive to make professional managers and heads of various departments get the greatest happiness in the daily work of the company, and make them feel that the company is the place where they can get the most out of themselves. Besides, they have no other choice. The idea of playing talents in heaven and earth.

Jia Changsong, an expert in private enterprise management, believes that enterprises should establish a talent concept of "getting talents and winning the world". Adhere to the people-oriented management idea, and form a mechanism of seeking, selecting, using, cultivating, motivating and retaining talents. Increase the skill development and ability training of personnel, establish a learning organization; establish three-level employee relationship management and employee career planning; establish the core competence system of the enterprise; establish a rule culture.

The establishment of the talent mechanism of enterprise management must attach great importance to the purpose and system, and to establish a human resource mechanism for sustainable talent promotion and corporate strategy realization, people's ideas are particularly important. Enterprise management must be like the army. The formation of a system and establishment must establish a culture of belief, so as to achieve its ultimate goal, which is to realize the strategic intention and strategic goal of the enterprise. [1]

2. Case analysis

Chapter 1 Overview of Human Resource Management

Case 1-1 Human Resource Management of Wal-Mart

Case 1-2 "The rule of law" is the cure for S company

Case 1-3 Stringing Pearls into Necklaces - Human Resource Management Experience of Lenovo Group

Case 1-4 Everyone should make the best use of their talents - Microsoft's employment strategy

Case 1-5 Why did Bai Ming change jobs?

Case 1-6 Yoyo management, the way of employing people——Human resource management of Mary Kay Company

Case 1-7 Sharing weal and woe, solidarity and innovation - the characteristics of Sony's humanistic management

Case 1-8 Motorola "Affirms Personal Dignity"

Chapter 2 Challenges of Knowledge Economy to Human Resource Management

Case 2-1 Tandem Computer Company's Incentive Method

Case 2-2 British MS company highlights the status of human resource management

Case 2-3 Shell Hong Kong Branch's three-pronged employment concept

Case 2-4 Is Cisco an M&A company or a talent acquisition?

Case 2-5 The training of a multinational company makes the parent company culture blossom and bear fruit in a foreign country

Case 2-6 Work Design - the style of Tumo Company

Case 2-7 Will rational management ultimately prevail over family management?

Case 2-8 Oriental Cyber: A Successful Headhunting Company

Case 2-9 Is there a secret to the assessment of enterprise R&D personnel?

Chapter III Human Resource Management Legal Environment

Case 3-1 Significance of contract management

Case 3-2 Is Zhang's disability compensation related to his employer's divorce?

Case 3-3 Legal dispute over an accident involving a car crashing into a person and causing a disability

Case 3-4 Who should pay for work-related injury insurance benefits?

Case 3-5 Resolving the risk of brain drain after corporate training

Case 3-6 When labor discipline violates labor laws

Case 3-7 Effectiveness of collective contracts

Case 3-8 How to determine the probationary period of a labor contract to be reasonable?

Case 3-9 Which one is more important, the factual labor relationship or the paper labor relationship?

Case 3-10 How to define whether the employee's violation of discipline is serious or not?

Case 3-11 Is the labor contract concluded by fraud valid?

Case 3-12 Why was Xiao Zhu fired before taking office?

Chapter 4 Preparations for Human Resource Acquisition

Case 4-1 "Put Morality First" or "Take Ability First"

Case 4-2 LH Company: Human resource management plagued by many problems

Case 4-3 Manager Yang of AP Company was confused in employing personnel

Chapter 5 Selection of Human Resource Acquisition Process

Chapter VI Employment after Human Resource Acquisition

Chapter VII Performance Evaluation and Assessment of Human Resources

Chapter VIII Salary and Incentive of Human Resources

Chapter 9 Building a good team

Chapter 10 Career Management and Career Development

Chapter 11 Human Capital Investment and Development Training

Chapter 12 Five Theories of Career Development Success

Chapter 13 Internal Coordination of Human Resources

Chapter 14 External Coordination of Human Resources

Chapter 15 Intercultural Management of Human Resources