Among the functions of human resource management, human resource planning has the most strategic and positive adaptability. The formulation of organizational development strategies, objectives, tasks and plans is closely related to the formulation of human resources strategies and plans. Human resource planning stipulates the purpose, requirements and principles of recruiting and selecting talents; The training and development of personnel and the surplus and shortage of personnel must be implemented and adjusted according to human resource planning; The salary and benefits of employees are also implemented in accordance with the policies stipulated in the human resources planning. In the human resource management activities of enterprises, human resource planning is not only groundbreaking and strategic, but also can constantly adjust the policies and measures of human resource management in the process of implementing enterprise objectives and planning to guide human resource management activities. Therefore, human resource planning is in the overall planning stage of the whole human resource management activity, which sets the goals, principles and methods for the next whole human resource management activity. The reliability of human resource planning is directly related to the overall success or failure of human resource management. Therefore, doing a good job in human resource planning is a very important and meaningful work for the human resource management department of enterprises.

For an enterprise, the essence of human resource planning is to achieve the enterprise's goals by determining the human resources of the enterprise according to the enterprise's management policy.

Basic information of Xianglong Group: the assets of the group company are 600 million yuan, and the annual sales income is 654.38+0.2 billion yuan. The subordinate enterprises of the group include Shi Kefeng Chemical Company, Supply and Marketing Industry Corporation, Iron and Steel Co., Ltd., Storage and Transportation Co., Ltd., Feixian Chemical Co., Ltd., Finance and Trade Technical Secondary School, Baili Hotel and Tongli Plastic Weaving Company, and there are 12 operating branches, 4 agricultural materials supply stations and Puri Agrochemical Service Center in the industries of iron and steel, petroleum, automobile, agricultural machinery, grain and oil, sugar production, etc. It is a diversified modern enterprise group with chemical industry as the leading industry and chemical industry chain as the core enterprise. There are 3000 employees, including intermediate professional technicians 10% and senior professional technicians 5%.

First, the strategic planning of human resources

Strategic planning is mainly based on the internal business direction and objectives of the enterprise, as well as the influence of external social and legal environment on human resources. But at the same time, we should also pay attention to the unity of stability and flexibility in strategic planning.

Human resources should aim at the vitality and sustainable growth of enterprises and maintain the eternal development potential of enterprises. We should devote ourselves to labor-capital coordination, talent training and successor training. In reality, the temporary prosperity of enterprises does not represent the long-term development of enterprises. Therefore, it requires enterprise leaders and human resources managers to have long-term goals and broad minds, proceed from the overall situation of long-term development of enterprises, coordinate labor relations, and do a good job in talent re-engineering and training successors.

hr forecast

According to the strategic planning of the group company and the analysis of the internal and external environment of the enterprise, the strategic planning of human resources is formulated. In order to meet the needs of enterprise development and avoid the blindness of making human resources tactical plans, it is necessary to predict the talents needed by the group. It is estimated that the number of talents increased in 2007 is as follows:

Talents needed for business development: 20% of existing employees;

Supplementary talents required for existing talents to resign and retire: existing employees 10%.

Talents needed for technological innovation and business expansion: 30% of existing employees.

Corporate culture integration

The core of corporate culture is to cultivate corporate values and innovative and pragmatic corporate culture. In the human resource planning of enterprises, we must pay full attention to the integration and infiltration of corporate culture, ensure the characteristics of enterprise management, realize business strategy and restrain organizational behavior. Only in this way can the human resources of enterprises have continuity and their own human resources characteristics. Some large foreign companies attach great importance to the combination of human resources strategic planning and corporate culture. Panasonic's corporate culture concept of "not only producing products, but also producing people" is that corporate culture is in the human resource strategy.

Human resource strategy

Strategy: not for all, for use; External introduction and internal education, coordinated development; Implement part-time job rotation system and assistant system, and establish talent echelon. Because Xianglong is in the development stage of "second venture", some high-level management talents and technical talents needed by enterprises can be cultivated partly by introducing foreigners, so that internal and external talents can be integrated with each other. Rotation can strengthen the integration of corporate culture, enable managers at all levels to learn empathy, establish the overall view of managers, and enhance internal cohesion; The teaching assistant system not only cultivates talents, but also reduces the unexpected brain drain.

Talent view: emphasizing academic qualifications, not just ability; Pay attention to talent, not only to character, but also to qualifications, not only to contribution.

Second, the tactical plan of enterprise human resources:

Tactical plan is a concrete plan based on the forecast of external human resources supply and demand faced by enterprises in the future and the forecast of human resources demand for enterprise development, including recruitment, dismissal, promotion, training, salary and welfare policies and organizational changes.

In human resource management, with the strategic planning of enterprise human resources, it is necessary to formulate the tactical planning of enterprise human resources, which generally includes four parts:

1, recruitment plan

In view of the talents needed by human resources, it is generally a year to make a recruitment plan for this talent. Its contents include: calculating the talents needed in each year and calculating the number of people who can be promoted and deployed internally; Determine the number of talents that must be recruited from abroad every year; Determine the recruitment method; Looking for recruitment sources. How to arrange work for hired talents to prevent brain drain? For example:

Xianglong Group's Staff Recruitment Plan for 2004-2006

In 2004, 2005 and 2006.

Inside, outside, inside, outside, outside.

Chemical industry 20 40 60

Accounting1010101010.

Marketing 30 40 40 60 40 100

Electrician 10 30 60

Electromechanical 10 30 80

Maintenance workers 20 30 60

Fireman 5 5 5

Manager 20 10 30 15 50 25

Senior managers of subordinate enterprises 5 2 12 5 20 8

Before group 2 1 3 1 3 1

External recruitment method:

Ordinary employees: group vocational schools and social recruitment;

Professional and technical personnel: group vocational schools, social recruitment, universities, competitors;

Senior executives of subordinate enterprises and groups: advertising recruitment and headhunting.

2. Talent training plan

Talent training plan is an important part of manpower plan. According to the company's business needs, strategic objectives and training capabilities, the following training plans are determined:

New talent training plan: go to the group vocational school for pre-job training;

Professional training plan: training in the group vocational school, focusing on corporate culture and rules and regulations;

Training plan for department heads: group vocational school training, focusing on corporate culture and rules and regulations;

General personnel training plan: go to the group vocational school for skills or comprehensive training as needed;

Talent selection and further education plan: select 5% professionals or management talents to study in vocational colleges or universities of the Group every year.

On-the-job training methods are:

Planning and promotion;

Job rotation;

Act as an "assistant";

Temporary promotion-"acting" supervisor (the supervisor is on business trip, sick or on vacation);

Participate in committees;

Counseling-accept the explanation and demonstration of the tutor, and carry out the task step by step under the guidance, and make corrections when necessary until there is no need to correct it;

Hold lectures to cultivate students' skills and good habits.

3. Evaluation plan;

Generally speaking, due to the different division of labor within enterprises, the assessment methods for talents are also different. Under the market economy, general enterprises should take the contribution made by employees as the basis for assessment. This is the performance appraisal method. The performance appraisal scheme should formulate the advantages and disadvantages of employees in their work from two aspects: the quantity and quality of employees' work results. For example, the assessment system of marketing personnel is different from that of corporate financial personnel, so when making assessment plans, we should make corresponding assessment plans for human resource performance and sales according to the different nature of work.

Our performance measurement method is:

Product analysis-quantity and quality of products produced

Economic analysis method-from the economic point of view

Time analysis-take working hours as the analysis object, such as attendance.

Story analysis-safety or accident rate

After the performance appraisal plan is formulated, we should formulate relevant assessment methods accordingly. We adopt the following assessment methods:

Direct superior evaluation:

Peer review:

Self-evaluation:

Evaluation of direct reports:

External evaluation:

Team assessment:

Customer evaluation:

4. Salary plan

Incentive is the expression of corporate culture, and its function is to fully reflect the values and spirit of corporate culture. In the incentive plan, we should pay attention to the unity of material incentive plan and spiritual incentive plan. In the spiritual incentive plan, we should mainly establish a systematic salary system. On this basis, seriously consider the causes of problems in work performance and production performance, and then improve the part of the incentive plan that can not play an incentive role. The salary of our group includes the following eight parts:

1, Work and Performance Compensation

2. Non-working time remuneration

3. Lose the ability to continue working income.

4. Labor unemployment income continues.

5. Retirement continuation income plan

6. Family income continuation plan

7, health, accident and ability protection

8. Income balance payment

Salary includes: basic salary, additional salary, result salary (short-term), short-term performance reward, professional achievement salary, skill salary and education incentive salary.

Third, the problems that should be paid attention to when planning human resources

1. Human resource planning is not just a matter for the human resources department of an enterprise. All managers, from the general manager to every supervisor and even employees, should bear corresponding responsibilities. The most important thing of human resource planning is the attention, hands-on and even personal promotion of senior leaders of enterprises. The actual operation is initially planned by the heads of various departments, then summarized by the human resources department. With reference to the company's development strategy and objectives, personnel productivity assessment and personnel salary budget, it is reported after reaching an understanding with various departments.

2. Human resource planning should pay attention to the integration of corporate culture. The core of corporate culture is to cultivate corporate values and innovative and pragmatic corporate culture. In the human resource planning of enterprises, we must pay full attention to the integration and infiltration of corporate culture, ensure the characteristics of enterprise management, realize the business strategy of enterprises and constrain organizational behavior. Only in this way can the human resources of enterprises be sustainable and have the characteristics of human resources that are in line with their own enterprises. Some large foreign companies attach great importance to the combination of human resources strategic planning and corporate culture. Panasonic's corporate culture concept of "not only producing products, but also producing people" is the embodiment of corporate culture in human resources strategy. Boeing's situational test is also very enlightening: a worker had a conflict with a manager, and the manager asked the worker to cut off the corners of the material as planned, but the worker disagreed with the manager. The manager told the worker to leave the company or not, and then began the exam, asking, "What would you do if you were this worker?" "Resignation" and "complaining" are not correct answers, indicating that the interviewee is not suitable for Boeing's corporate culture of "teamwork". The correct answer is "do it, but talk to the administrator or someone with a higher position afterwards."

3. Human resource planning should enable enterprises and employees to obtain long-term benefits. Human resource planning is not only the planning of enterprises, but also the planning of employees. The development of enterprises and employees is interdependent and mutually reinforcing. If we only consider the development needs of enterprises and ignore the development of employees, it will not be conducive to the realization of enterprise development goals. Excellent human resource planning must be a plan that can enable enterprises and employees to obtain long-term benefits, and must be a plan that can enable enterprises and employees to develop together.

The new century will be an era of global integration, high integration and high competition. Competition is mainly aimed at the competition of science and technology and talents. In the future, whoever can have all kinds of highly competitive talents will have the advantage and initiative in international competition! ?

First, the impact of human resources on enterprise prospects

The human resource strategy is formulated according to the long-term vision of the enterprise and is a part of the enterprise's business strategy, which mainly contributes to the business strategy by promoting the long-term sustainable development of the enterprise. The vision is to answer: what kind of enterprise will it be and what kind of enterprise do you want to be? Enterprise strategy is a strategy to realize the vision, and human resource strategy is an important part of it. What core values do enterprises need to advocate to realize their vision? What kind of thinking should be adopted to carry out human resources work? How to do human resource planning? ?

For example, the vision of a management consulting company is to become the best service organization to provide consulting solutions to enterprises in China. Because of the knowledge characteristics of long-term goals, its human resources planning can be to select professionals with rich experience and consulting quality at the initial stage. With the growth of the company and the improvement of professional technology, the company will train new college graduates to expand the team as soon as possible. Take "trust, teamwork, wisdom and innovation" as the core values to stimulate employees' sense of value identity. First-class enterprises can attract and condense excellent employees, and the sense of identity is one of the key factors. ?

Second, how to integrate the human resources system with other systems.

Organizational construction includes "hard" organizational structure planning and design and "soft" human resources team building. Business strategy and human resource strategy determine organizational construction and realize it through organization. Cultural construction first establishes core values, and then systematically permeates the organization and consciously integrates into management systems, systems and procedures. System construction not only needs a scientific and standardized operating system, but also emphasizes the matching and connection between systems, which is reflected in two aspects:?

1. Human resource operation system is the refinement of strategy from macro to micro operation level, during which it must go through a more basic and universal technical analysis process, which we call "human resource platform". The human resource platform is to sort out and clarify the relationship among work, people and positions through analysis and evaluation, and provide technical support for various operating systems. Recruitment, performance management, training development, salary and welfare, personnel management and other subsystems are all built on this platform. ?

2. The operating system is coherent. For example, talent retention is not only a matter of salary and development opportunities, but should be considered when recruiting employees. Interview evaluation criteria should pay attention to whether the values of the candidates conform to the core values of the company and whether the development expectations of the candidates can be provided by the company. If it doesn't match, even if it is recruited, it will be difficult to keep it for a long time. Only by comprehensively and systematically formulating each operation method can its effectiveness be guaranteed. ?

Third, we should use the concept of big human resources to guide the human resource management of enterprises?

According to the enterprise's vision and business strategy, comprehensively plan the enterprise's human resource management, including determining the core values that support the long-term development of the enterprise, analyzing the key success factors of the enterprise, and defining the core business processes. On this basis, design a personalized organizational structure suitable for the development of this enterprise, rather than imitating other enterprises. At the same time, further explaining the core values and clarifying the connotation and extension of organizational culture are the guiding concepts and principles of the overall human resource management of enterprises. ?

From strategy, organization, culture to specific human resource operation system, we must also go through a general technical analysis process, which we call "human resource management platform". Its main content is the analysis of the relationship among position, work and people, including the value of position to the company (the purpose of existence), how to measure it (the decomposition of key performance indicators) and the quality requirements for the incumbent. The platform materializes organizational structure and corporate culture, and is the basis for establishing human resources operation systems such as recruitment, training, assessment and salary. The platform is relatively stable, and each operating system can be adjusted in time according to organizational changes. ?

Specific operating system (policies, systems, procedures, methods, etc. ) such as recruitment, training and development, performance management, salary, etc. , is the concrete way and means to realize enterprise human resources strategy, including the functional operating system established to emphasize specialization and the cross-functional functional functional system established for enterprise leaders and managers. The human resources department makes the functional system as "technical resources" and provides all managers with "technical" application training and consulting help to promote the effective use of the functional system by managers, aiming at forming a dynamic and effective human resources mechanism throughout the company. Operating systems are built on the same platform, so they are not independent of each other, but closely related. The human resource operation system must fully reflect and integrate the requirements of strategy, organization and culture. Each company's strategy, organization and culture are unique, so the human resource operation system should also be personalized and practical.

Human resources, career planning papers! !

Abstract: The development of human resources is an investment behavior of enterprises, which can provide the needed professionals for the development of enterprises, and at the same time, it will also produce development risks. Because it is a long-term systematic project, it is necessary to determine the talent development plan according to the development strategy of the enterprise, optimize the system construction, improve the implementation effect, and effectively reduce the development risk.

Keywords: human resources investment risk planning

From the perspective of economics, the development of human resources in enterprises is a question of the ratio of investment and income. Enterprises will face a series of risks when investing in human resources development. Of course, enterprises invest in human resources to maximize profits. Therefore, when developing human resources, enterprises will evaluate the risks and benefits of investment to the maximum extent, and then take corresponding measures to reduce risks and maximize profits.

First, the risk of enterprise human resources development

Human resource development is also an investment in enterprises. Since it is an investment under the market economy, there will inevitably be a series of risks. Generally speaking, the risks in the process of human resources development are mainly employee turnover and inefficient or ineffective development.

(A) the loss of core employees

The biggest risk consequence of enterprise human resources development is the loss of core employees and backbone employees, whose departure takes away the knowledge and technology needed for enterprise development, especially the departure of senior managers is often accompanied by the loss of an elite team of enterprises, and at the same time, the normal production and business activities of enterprises will be affected due to job vacancies; It will also have a greater negative impact on morale, reduce production efficiency, and lead to employees not cooperating with the subsequent human resources arrangements of enterprises. For some core employees who have mastered enterprise technology and customer information, their loss will bring greater threats to the market competition of enterprises.

(b) Inefficient or ineffective development

The purpose of human resources development is to improve the comprehensive quality of employees, and providing corresponding employees for the development of enterprises is a win-win process for enterprises and employees. Enterprise human resources development has not reached the expected goal, or the knowledge and skills of employees have not been improved; Or the transformation of development is not in place, and employees do not use the knowledge and skills they have learned to serve the enterprise, which will cause losses in economy, time and market resources. Employees who have not obtained the corresponding knowledge and skills requirements will be affected. The direct economic loss can be measured by the development cost, while the indirect economic loss and other losses cannot be accurately measured, but it can be indirectly reflected by the changes in the production and operation indicators of enterprises such as employees' work attitude and work efficiency before and after development.

Second, the causes of enterprise human resources development risks

(A) the risk of the external environment

Due to the long development cycle of human resources, the external environment in which enterprises are located is changing rapidly, which has strong uncertainty. In the process of formulating and implementing human resources development plans, enterprises will always face the influence of factors such as policy norms and management, update and reform of knowledge and technology, change and adjustment of industries, competition of talents and so on. If enterprises do not seriously study the changes in the external environment, and on this basis, timely adjust the human resources development strategy, it will lead to development lag or development.

(b) Zero development risk

Zero development refers to the practice that enterprises do not invest in the vocational training and development of employees. Due to the influence of subjective and objective factors, many enterprises only organize pre-job training for employees, without considering the post-job training and development of employees. Some entrepreneurs tend to shift the development costs to the society and employees, make predatory use of employees, and only pay employees labor remuneration, regardless of their career development and personnel structure optimization. More people tend to recruit from the external talent market, employees' work skills have not been improved, the corresponding work efficiency will be directly affected, employees' sense of occupational crisis will be strengthened, their sense of identity with enterprises will be weakened, and unstable factors will be formed. This kind of management behavior under the guidance of zero development concept is difficult to provide corresponding human resources protection for enterprises.

Improper human resources planning

In an enterprise without a human resource development plan, the development of employees is an unconventional work, showing the characteristics of temporality and simplification. As a result, the allocation of human resources will enter an unconventional situation, and the problem of talent supply and demand gap will be difficult to solve, which is not conducive to enterprises to actively and flexibly respond to changes in internal and external environment. The common problem in talent development planning is the blindness of development and the lack of comprehensive and systematic development content, which has no guiding significance for practical work. At present, most enterprises have the problems of emphasizing training over development and short-term over long-term. The single means of development and the lack of overall development deployment lead to unclear career direction of employees. When selecting development projects, the technical conditions, changes in business environment and unclear purpose are not fully considered, and the developed knowledge and skills cannot meet the needs of enterprise development.

Compared with the risk of zero development, another extreme practice of enterprise human resources development is to think that development is omnipotent and managers are eager for quick success and instant benefit. They hope to get an elite team once and for all through one or two development projects. When they plan, they do not consider the needs of the actual development stage of the enterprise, the specific situation of the development target and other factors. The development goal is too ambitious and unrealistic, and it will make employees face greater pressure if they rely entirely on the wishful thinking of managers to enforce it.

(d) Inadequate implementation of human resources development

In the whole process of development project implementation, we will encounter various difficulties that affect the project implementation, such as the contradiction between working time, personal time and development time; The conflict between development and innovation and resistance to change; Changes in other environment and conditions, etc. If the above problems are not fully considered and adjusted in time during the project implementation, it will affect the normal process of the project, make the whole work deviate from the expected development goals, and lead to low development efficiency or ineffectiveness. The main problem in the implementation is that the coordination and control between planning and implementation are not in place, which also reflects to some extent that the work attitude and professional skills of the implementers have not met the relevant requirements.

(E) Lack of internal growth channels

In addition to improving employees' knowledge and skills, human resources development should also clarify employees' career development goals, which can effectively stimulate employees' self-transcendence potential. After developing knowledge and skills, employees will consciously and actively study and explore in more specialized and refined fields, thus generating higher-level pursuits. Correspondingly, there will be more opportunities to improve the overall quality and a stage to display talents. I hope that my value will be recognized in terms of salary, jobs and working conditions. If managers do not pay attention to the changed needs of employees, there will be no clear career development plan in the enterprise, and employees' self-pursuit for further development and improvement will be restrained. Long-term disappointment, the result is either resignation to seek better development opportunities, or employees are depressed and lose their persistence in pursuing their personal ideals. This result will also have a demonstration effect on other employees, which will make them doubt the human resources development of the enterprise and be dissatisfied with the human resources policy of the enterprise, making it more difficult to carry out the later development work.

Three, enterprise human resources development risk prevention measures

(A) to develop effective human resources development planning

A good plan should be clear, systematic and dynamically adjustable. The development goal should clearly point to the strategic development direction of the enterprise and reserve professional talents in advance for the development of the enterprise; System integrity should consider the requirements of development content and time. In terms of content, we should develop vocational skills in a planned way according to the needs of enterprise development planning. In terms of time, the training of an employee should be combined with his own career planning, carry out long-term development, and provide targeted development projects at different stages of career development. Dynamic regulation means that managers should pay close attention to the changes of main factors such as business environment, technical environment, talent supply and demand, and development objects, and adjust the objectives, contents, steps and objects of development projects to ensure the development effect.

(2) Sign human resources development contracts to protect the rights and interests of enterprises.

After determining the development goal, the enterprise shall sign a development contract with it. Contract terms generally include the content, form and time of formulation, as well as the rights and obligations between the enterprise and employees. In order to prevent employees from seeking another job after improving their professional skills, the contract should indicate the time of employees' service in the enterprise after development and the economic responsibility after breach of contract, and impose double constraints on employees in discipline and economy. If employees leave their jobs, enterprises can also get some economic compensation and reduce their investment losses. An important clause in the development contract is the non-competition clause. If there are no relevant provisions in the employee employment contract, the content of non-competition in the development contract must be signed with the core employees who have mastered the business secrets to protect the rights and interests of the enterprise. When the core employees leave their jobs, they infringe on the business secrets of the enterprise and can be protected by legal means.

(C) Pay attention to the talent pool

Managers should make a good talent reserve in advance, which can effectively prevent the job vacancies after employees leave their jobs from bringing confusion to their work. Set up a work team within the enterprise to avoid the situation that individuals control a work item, so that the work will not be interrupted because of the departure of individuals; In addition to team building, we should also pay attention to the echelon construction of talents and form a talent reserve in the same position through the mentoring system. When the personnel of the first echelon leave, the personnel of the follow-up echelon can be quickly replenished to ensure the smooth progress of the work. Managers should pay attention to updating the concept of employing people, handle the relationship between talents being used by me and being owned by me, actively explore various flexible employment mechanisms, establish a talent information base, get in touch with relevant personnel quickly when necessary, and solve the personnel gap of enterprises under different circumstances by hiring part-time and short-term workers.

(4) Strengthening the construction of corporate culture and management system.

By strengthening the construction of corporate culture and supporting systems, we can form a value system advocated by enterprises, give incentives from the spiritual level, enhance corporate cohesion, guide employees' behavior, and reduce turnover rate. Enterprises can establish internal competition mechanism, change the talent selection mode mainly decided by superiors, prove their strength by their own talents through "horse racing", and provide an "arena" for employees to display their talents and broad career development space.

(five) to improve the professional level of professionals.

Without the job security of professionals in the human resources management department, enterprises cannot effectively develop human resources. The professional level of these professionals will directly affect whether the planning is reasonable enough, whether the implementation of relevant systems is standardized, and whether the development project can be effectively implemented. Developing them, especially updating relevant professional knowledge and skills, is the top priority of enterprise human resources development.

refer to

Zheng Meiling. On the development of human resources in China [J]. Science and Technology Information Development and Economy, 2007, (3).

[2] Yue Zhen. Independent innovation and human resources development [J]. Journal of Suzhou Institute of Education, 2006, (2)