Post-fixing: it is to determine the post according to the company's current development scale and short-term development goals. Take the human resources department as an example: there are two positions, 1 manager and 1 personnel specialist. The company will conduct performance appraisal from next month, and needs to add 1 performance appraisal specialist. This is job creation.
Quotation: after the quota is completed, the quota is determined to be 1 or 2 according to the work tasks and scope of the department.
I hope I can help you.
Question 2: What do you mean by quota and post? When to set posts and personnel is a basic work in enterprise post management. It involves the implementation of business objectives, the matching of the ability and quantity of employees, thus affecting the reduction of operating costs and the improvement of efficiency. In the era of planned economy in China, posts and quotas were undertaken by relevant state departments. With the increasingly fierce market competition, the establishment of posts and personnel has become an important part of the enterprise's own management. Fixed posts and personnel allocation is a basic work of enterprise post management. Post-fixing: it refers to defining the positions needed by enterprises (organizations); Quota: It refers to defining the number of individuals suitable for the development of an enterprise (organization).
Question 3: What is the quota? Fixed posts and personnel allocation is a basic work of enterprise post management. It involves the implementation of business objectives, the matching of the ability and quantity of employees, thus affecting the reduction of operating costs and the improvement of efficiency. In the era of planned economy in China, posts and quotas were undertaken by relevant state departments. With the increasingly fierce market competition, the establishment of posts and personnel has become an important part of the enterprise's own management. Fixed posts and personnel allocation is a basic work of enterprise post management. Post-fixing: it refers to defining the positions needed by enterprises (organizations); Quota: It refers to defining the number of individuals suitable for the development of an enterprise (organization).
The establishment of posts and personnel is an ongoing issue. It has no fixed model, but each enterprise adopts different methods in different periods according to its own situation.
Quota includes the quota here. The so-called quota is to adopt certain procedures and scientific methods to allocate the quantity and quality of all kinds of personnel to certain posts. Quota is a scientific standard for employing people. It requires that according to the business direction and scale of the enterprise at that time, the number of all kinds of personnel must be stipulated in a certain period and under certain technical conditions, in line with the principle of streamlining institutions, saving personnel and improving work efficiency. The problem it wants to solve is what kind of personnel and how many people are equipped in each position of the enterprise.
2 working principle
Strategic direction
Emphasize the organic connection among posts, organizations and processes. Guided by the strategy of the enterprise and coordinated with the speed and efficiency of the improvement process. And have a clear post and articles of association.
because of the present situation
Emphasize the post's adaptation to the future. On the one hand, based on the actual situation of the post, we should fully consider the basic conditions for giving full play to the value of the post. On the other hand, we should also give full consideration to the changes in the internal and external environment of the organization, organizational change and process reengineering, and working methods.
Posts and staffing
The impact and requirements of a series of changes such as transformation on the post.
Work-centered
Emphasize the organic combination of people and work. Fully consider the professional quality and personal characteristics of on-the-job personnel; Reflect the adaptation of posts to people, handle the contradiction between posts and people, and realize the dynamic coordination and organic integration between people and posts.
Take analysis as a means
Systematic thinking on emphasizing post value chain. It is not only a simple list of responsibilities, tasks, performance standards, qualifications and other elements, but also a systematic reflection on the role that each link in the post value chain should play on the basis of analysis. Including the contribution of this position to the organization, the internal relationship with other positions, the position and role in the process, the interaction and restriction of its internal elements, etc.
3 implementation requirements
The most important thing is to establish the organizational structure of the enterprise before establishing posts and personnel, and then assign responsibilities. After the posts and personnel are fixed, it is necessary to assign responsibilities, posts, personnel and personnel.
Fixed responsibilities: including departmental responsibilities and post responsibilities, that is, defining the work scope and responsibilities of departments and individuals; Personnel quota: on the basis of personnel quota, we will provide qualified personnel for all positions in the enterprise in strict accordance with the requirements of personnel quota and post quality.
Quotation is the difficulty of enterprise post management, and the difficulty lies in the understanding and understanding of the actual work situation and needs of the department; The difficulty is that it is easy to fall into the misunderstanding that due to the lack of theoretical methods, we can only "pat our heads" when designing and writing.
4 Enterprise development
The basic basis of job creation and staffing is the development strategy or business objectives of the enterprise itself. What kind of strategic goals an enterprise should achieve in a specific period constitutes the center of all its work, including job creation and staffing. If the strategic goal of the enterprise is unclear or not at all, all the work of the enterprise will lose its direction and basis, including the setting of posts and personnel. This seems to be a very simple truth, but in practical work, we often encounter similar situations: the business objectives of enterprises are unclear, or clear but unscientific, in which case, posts and personnel cannot be fixed. Reluctantly, it is also unconvincing.
The purpose of post and personnel allocation is to realize the reasonable matching of "people, posts and things", so as to achieve the goal of "making the best use of people". The most important thing here is to understand the "things" that enterprises should do first. With a work goal, then you need the corresponding posts and people to do it. Of course, the strategic goal of an enterprise, that is, the determination of "things", is not a simple question, it must involve a series of internal and external factors of the enterprise, such as economic environment, market competition, technological change, customer demand and so on. Understanding the strategic objectives of an enterprise is the premise of its development.
5 workflow
After the strategic goal is clear, it does not mean that the establishment of posts and personnel can be automatically carried out. The specific design of post and staffing needs to straighten out the workflow first. Earlier, we discussed "people, posts, ... >>"
Question 4: The definition of position and staffing is an ongoing issue. It has no fixed model, but each enterprise adopts different methods in different periods according to its own situation. Quota includes the quota here. The so-called quota is to adopt certain procedures and scientific methods to allocate the quantity and quality of all kinds of personnel to certain posts. Quota is a scientific standard for employing people. It requires that according to the business direction and scale of the enterprise at that time, the number of all kinds of personnel must be stipulated in a certain period and under certain technical conditions, in line with the principle of streamlining institutions, saving personnel and improving work efficiency. The problem it wants to solve is what kind of personnel and how many people are equipped in each position of the enterprise.
Question 5: How to carry out quota allocation is the basic work of human resource management, the premise of quota allocation and salary allocation, and the most complicated thing is quota allocation. Considering that what we are talking about here is how to set up posts, not how to set up departments, we will focus on how to set up posts and personnel under the premise that departments have been set up. The basic idea of the United States is: one principle and three foundations.
One principle:
That is, the post can be absent and the responsibility is indispensable. The growth process of an enterprise is also the evolution and development process of an organization. In this process, with the continuous changes of enterprise scale, business scope, operating income, market position and competitive environment, the work of an enterprise will become more and more complicated and arduous, which can well explain why there are many positions that SMEs do not have, such as salary and welfare managers and employee relations managers. These posts (functions) are almost unnecessary for small and medium-sized enterprises, especially non-listed companies, because they are small in scale and the scope and difficulty of management are small, and can be managed by human resources directors/managers/commissioners.
The principle that posts can be vacant and responsibilities are indispensable does not require enterprises to take full responsibility, but to predict the factors that have an impact on enterprise management in advance, and then determine whether to set up full-time posts or be managed by a certain post in combination with the actual situation. For the function that is not very important and has little influence, the simplest way is to transfer the function to a post with strong correlation from the perspective of cost control and efficiency.
Three bases:
That is, according to organizational maturity, job relevance and job intensity. The more mature the organization is, the higher the degree of specialization of its employees/posts and the more detailed the post setting; On the contrary, the smaller the organization, the lower the degree of specialization of its employees/positions, and a large number of "a radish with several pits" will appear, which is completely in line with the law of enterprise development.
For the setting of posts or the division and distribution of responsibilities, the most important things to consider are job relevance and job intensity. A simple and practical method is: according to the professional division of labor, the job correlation between posts should be as small as possible, otherwise the highly correlated job responsibilities can be directly merged into one post; However, the work intensity should not be too high, otherwise the employees can't afford it, and the work intensity is too low, which will not only increase the cost, but also lead to the situation that "the dragon will not control the water". However, there are many factors that affect the intensity of work, the most important of which are the quality and skills of employees, workflow, work content and information level. Therefore, the evaluation of work intensity needs multi-angle analysis, and it is not scientific to simply think that employees are busy or work overtime many times/for a long time.
Question 6: What do you mean by fixed posts? Fixed posts refer to the posts that design institutions focus on undertaking specific work.
In practical work, posts and staffing are inseparable. When a post is determined, the concepts of quantity and quality of people are automatically generated. Some enterprises also raise the issue of personnel quality related to the establishment of posts separately, which is called "quota". "Fixed number" and "fixed number of posts" are collectively called "three fixes".
The principle of setting up posts according to events:
Setting posts should not only focus on the reality of enterprises, but also focus on the development of enterprises. It is necessary to define posts according to the scope of responsibilities of various departments of the enterprise, and it is not possible to set up posts because of people; Posts and people should be set and configured, and cannot be reversed.
Standardization principle:
Professional titles and responsibilities should be standardized. The job specification of enterprise mental work should not be too detailed, and innovation should be emphasized.
Principles of integration and division:
Under the overall planning of the enterprise organization, the positions are clearly divided and effectively integrated on the basis of division of labor, so that the responsibilities of each position are clear, up and down, left and right are synchronized, and the efficiency of the enterprise is maximized.
Principle of minimum number of posts:
We should not only consider saving labor costs to the greatest extent, but also shorten the information transmission time between posts as much as possible, reduce the "filtering" effect, and improve the combat effectiveness and conventional competitiveness of the organization.
The principle of suitable personnel:
According to the post's requirements for people's quality, the corresponding staff members are selected and placed in suitable posts.
Question 7: How to do a good job in fixing posts and staffing The so-called staffing refers to the restriction on the number of personnel in order to meet the actual needs of production.
Staffing includes three levels: enterprise staffing, department staffing and group staffing.
First, the distribution method
1, forward allocation
In other words, first determine the number of employees in the enterprise, then decompose it into departmental quotas, and then implement the specific number of employees in each group.
2. Reverse allocation
First, the staffing of the team is carried out, then the department personnel are summarized, and finally the total staffing of the enterprise is obtained.
Generally, the number of production personnel is determined first, then the ratio of management personnel and non-production personnel to production personnel is determined, and finally the number of non-production personnel and management personnel is determined.
Second, the main points of staffing
According to the per capita output value of the same industry, determine the control range of enterprise staffing;
Considering the equipment status and production requirements of the enterprise, set the number of production personnel;
After determining the total number of production personnel, assign personnel to each workshop and each working procedure;
Distribution of personnel types in each workshop;
According to the number of production personnel, determine the number of auxiliary personnel serving production (that is, general non-production personnel);
Determine the number of managers;
It is necessary to consider the total wage input and per capita wage of enterprises;
We should consider the delivery time requirements of products;
We should consider the fluctuation of enterprise production;
Considering the production balance between processes;
Need to consider the personnel reserve of important process links;
The organizational structure of an enterprise has a great influence on the number of managers.
Third, how to realize the full allocation of personnel under the principle of "fixing production by machine"
The so-called "fixed production by machine" refers to the full deployment of personnel, timely supply of materials, so as to maximize the utilization rate of equipment, and then achieve the maximum production capacity of equipment.
(1) equipment decision
When configuring the whole equipment of the production line, we should pay attention to the balance of production capacity of equipment in each process;
Equipment must be kept in good working condition;
Different processes and different production requirements should be equipped with different levels of equipment;
Reasonable selection of equipment performance, ensure product quality to meet design requirements, and reduce equipment cost as much as possible;
When you encounter work that can be done by equipment or by hand, you should make a reasonable choice;
Ensure the supply of semi-finished products and materials, so that the equipment will not stop;
Ensure the supply of equipment consumables, accessories, tools and molds;
It is necessary to make records of equipment working conditions and output statistics, and evaluate the performance correctly;
Pay attention to it in time and constantly adjust the equipment changes; Constantly improve;
The continuous upgrading of equipment is a necessary prerequisite for pursuing higher "equipment production capacity".
(2) personnel decision-making
Correctly set the daily working hours of equipment (that is, one shift or two shifts) to improve the utilization rate of equipment;
Seriously study the staffing to achieve the best staffing;
It is necessary to fully allocate personnel, especially the allocation of auxiliary workers and handymen, to ensure the equipment to achieve the best running state and the highest efficiency;
It is necessary to continuously train operators' skills so that more and better mechanical operators can make up and adjust positions at any time;
It is necessary to strengthen management so that every employee can fully understand his responsibilities and have good professional ethics;
Implement strict staffing to ensure the number of personnel and prevent waste of personnel;
Implement "personnel posts", define the specific operation essentials of equipment, the post responsibilities and task division of equipment operators, and strictly prohibit the occurrence of string posts;
Combine the equipment output with the operator's salary, and the rewards and punishments are clear.
Question 8: What are the methods of fixing posts and personnel in enterprises? There are mainly the following methods: (1) department positioning and functional development planning analysis. Departmental function development planning is a long-term factor affecting posts and staffing. It is necessary to consider the post setting and staffing to support short-term business operation and long-term development needs. (2) Job responsibilities, work structure and workload determination. Different job responsibilities have different job settings and staffing. When a department increases related functions and needs specialized personnel to do it, it needs to increase such posts. Job structure analysis is mainly to analyze the daily work and stage work in post work to see whether the post setting is reasonable, whether the post setting basis is sufficient and whether the work intensity is reasonable; The analysis of workload is to better measure labor productivity and labor cost. (3) Process analysis. Different processes have different job settings. The series process is different from the parallel process, and it is also different to consider whether to set up one post or more posts. It is necessary to sort out the determination process according to the nature of the work, and then set the post. (4) Analysis of personnel's ability and quality. In the process of staffing, the difference of personnel quality has a great influence on staffing. When the workload is constant, the higher the ability of post personnel, the less personnel need to be deployed, and vice versa. This is reflected in the efficiency of daily work, and the efficiency is naturally different with different personnel abilities. Therefore, the factors affecting distribution can usually be analyzed and judged from two aspects: "efficiency" and "workload". Of course, there are many distribution methods, such as labor efficiency distribution method, equipment distribution method, proportional coefficient method, division distribution method, post distribution method, interview method, budget control method and so on. Enterprises should consider the nature of different departments and positions when applying, and need to choose different methods according to different situations.
Question 9: How to do a good job in job creation and staffing? Hello, I am an analyst of Huaheng Zhixin, and I have many years of professional consulting experience in job creation and staffing. The purpose of post placement and staffing is to achieve a reasonable match of "people, posts and things". Scientific and reasonable post setting and staffing need to be based on the strategic development goals and business model of the enterprise. At present, the mainstream methods are benchmarking analysis, competency-based analysis, team task-based analysis, key position analysis and process analysis.
To achieve "matching between people and posts", there are three steps: knowing posts, knowing people and matching. First, "knowing the post" needs to carry out job analysis, optimize the workflow, and clarify the job name, job task, job responsibility, job relationship and working environment. Second, "knowing people" can analyze and evaluate people's ability and quality by using the "competency" model. Third, on the basis of understanding posts and people, we should match posts and complete the setting of posts and people.
If we want to streamline the organization, we must first clarify the responsibilities of each post and the cooperative relationship between posts, and streamline it on the basis of ensuring the smooth development of the work; After the job responsibilities are clear, the number of personnel can be determined, and the ability and quality of employees need to be evaluated for job matching, which corresponds to the job responsibilities. If there are problems in the post and personnel setting, you can also consult a professional human resources consulting company. I hope the above information can help you.
Question 10: The implementation of posts and personnel quotas requires that the most important thing is to establish the organizational structure of the enterprise before the posts and personnel quotas are established, and then assign responsibilities. After the posts and personnel are fixed, the personnel will be fixed, that is, to allocate responsibilities, posts, personnel and personnel. Fixed responsibilities: including departmental responsibilities and post responsibilities, that is, defining the work scope and responsibilities of departments and individuals; Quota: On the basis of quota, we will provide qualified personnel for all positions in the enterprise in strict accordance with the requirements of quota and post quality. Quotation is the difficulty of enterprise post management, and the difficulty lies in the understanding and understanding of the actual work situation and needs of the department; The difficulty is that it is easy to fall into the misunderstanding that due to the lack of theoretical methods, we can only "pat our heads" when designing and writing.