1. 1 person does not match the position.
Due to the lack of scientific job analysis and talent evaluation methods, the requirements of job responsibilities, tasks and positions for personnel are not clear, and it is also impossible to fully grasp the knowledge, skills, abilities and personality of candidates, which makes it difficult for individuals and positions to match in the recruitment stage. However, after recruiting talents, they are managed statically, ignoring the cultivation and development of existing talents, so that the mismatch between individuals and positions persists.
1.2 human resources shortage and waste coexist in enterprises.
China's market economy is imperfect, the living environment of enterprises is poor, the benefits are low, the talents needed for enterprise development cannot be attracted, the existing talents cannot be retained, and the human resources needed for enterprise development are relatively short. In addition, some leaders are not of high quality, and they do not consider giving full play to the talents of enterprises in talent allocation, but try their best to block talents, making them useless or even idle, resulting in great waste of existing human resources of enterprises.
1.3 Senior qualifications
? Are you overqualified? Many enterprises have problems in the allocation of human resources. Regardless of their actual situation, they blindly pursue highly educated talents, but after recruiting high-quality talents, they put them in low-value positions, which leads to rising enterprise costs and wasting human resources.
2 effective and reasonable allocation of human resources in enterprises
2. 1 Know people and make good use of them.
How to give full play to people's advantages and maximize the effectiveness of human resources is the core issue of human resources management and the key condition for the success of enterprises. The key to solving this core problem is to know people and make use of good people. Now managers can know people in many ways and make good use of people.
Recruiting 2. 1. 1.
First, in recruitment, the choice of recruitment methods will directly affect whether we can effectively find talents suitable for enterprises. When choosing a recruitment method, you need to know the characteristics, content and scope of application of each method first. Different methods have different applicable units and working objects. When choosing evaluation methods, you must be very familiar with the content and scope of application of various recruitment methods. Only in this way can we choose the right recruitment method according to our own needs.
Secondly, in the recruitment process, it is also very important to correctly understand and accurately judge the motivation of candidates, and some judgments can be made according to people's body posture, movements, tone and expression. We don't know what the candidate really thinks, but we can observe and understand his external behavior and make a judgment accordingly.
In the actual recruitment process, when a sales director talks about his requirements for sales staff, there are only three points: first, honesty, on the one hand, honest salesmen will make the market solid, on the other hand, salesmen will inevitably come into contact with goods or payment, and honest salesmen will make the company and customers feel safe. The second is to be smart. Sales work is different from other rigid work, which requires salespeople to have an accurate perception of people and the environment. Third, hard-working, salesmen often do repeated sales promotion work day after day, month after month, and lazy people can hardly succeed.
It is also very important to see whether the characteristics and personality of the candidate are suitable for the company's needs, atmosphere and corporate culture. Some companies want to recruit experienced people so that they can work as soon as they arrive at the company. Some companies hope that some inexperienced young people can fully retain and develop their imagination and innovative ability. PepsiCo often hires some young people to take on heavy responsibilities.
The key criteria of candidates we refer to in recruitment are formulated and selected according to the needs of enterprises. Different enterprises have different standards, the same enterprise has different requirements at different stages of development, and different jobs and positions of the same enterprise will be different. What we need to do is to formulate appropriate standards and choose the right people according to the needs of enterprises and the characteristics of posts.
2. 1.2 in the process of employing people
Generally speaking, it is impossible for managers to put talents in the most suitable place in one step, which requires the managers of the company to continue their investigation after completing the recruitment task.
Managers should pay close attention to the work of new employees within one month after they join the company. This period is called observation period. During the observation period, the supervisor should exchange work experience with new employees at any time, give work skills guidance, and instill enterprise spirit and development vision. Generally speaking, through the understanding of the observation period, we can basically classify employees according to their own characteristics. Then managers can arrange the specific work of employees and give guidance according to the characteristics of employees and jobs.
The so-called talents are not people who can do everything well and master everything, but people who can do something very well. For example, a person who writes a good article is a talent in a newspaper or a post that needs writing, but not necessarily in a management position. In fact, whether a person can become a qualified manager has nothing to do with whether he can write an article. He must have special skills in allocating resources, making plans, arranging work, organizing and controlling, but these skills are not necessarily possessed by a good writer.
So just choose the right person, sometimes you don't need the best. The employment principle of McDonald's, the leader of the global fast food industry, is unique among many world-class enterprises. ? Use only the most suitable people, not the best people? . This is precisely related to the fundamental purpose of employing people in enterprises: talents come to create performance and achieve goals, not to show off. No matter how excellent a person is, if he can't integrate into the enterprise and adapt to the enterprise culture and atmosphere, he can't create achievements and help the enterprise achieve its goals. This is not the talent that enterprises need.
2.2 Dynamic optimization and configuration
While introducing talents through internal and external recruitment for rational and effective allocation, human resources must also be dynamically optimized through deployment, promotion, demotion, job rotation and dismissal, because with the change of internal and external environment of enterprises, there will inevitably be new requirements for job qualifications. As time goes by, people working in this position may not meet the requirements of this position or their abilities have far exceeded the requirements of this position. Therefore, it is necessary to conduct job analysis and talent evaluation again, and reposition job responsibilities, job requirements and the knowledge, skills and abilities of existing personnel. Therefore, enterprises should track the changes of internal and external environment, update the work analysis documents in time, and managers at all levels should have a comprehensive and correct understanding of posts and subordinates, so that it is possible to optimize the human resource allocation of the whole enterprise.
2.3 Matching between individuals and organizational development
The matching of individual and organizational development has two meanings. First, it means that personal values are consistent with what the organization pursues, rather than deviating too much or even contradicting; Second, it is easy for individuals and colleagues to form a strong work team, rather than a group of people with matching positions simply working together. Research shows that people with different personalities or people with the same personality have different work effects, so it is necessary to allocate talents reasonably.
Whether the allocation of human resources is reasonable has a great influence on the short-term performance and long-term development of enterprises, which should be paid enough attention to. After completing the recruitment of talents, enterprises should also follow the relevant theories and methods of human resource allocation, match talents with posts and organizations, try their best to make the best use of talents, reduce internal friction, give full play to the role of human resources, and promote the sustained, stable and rapid development of enterprises.