Case:

Ellison Company is a medium-sized private enterprise with about 2,000 employees. The company is mainly engaged in the production and sales of the telecommunications industry, showing the development trend of high profit and high growth for many years in a row, and the future development potential is promising. In today's fierce market competition, the company puts forward "people-oriented" and advocates the corporate culture of "communication, cooperation, teamwork and struggle".

Bauer is 29 years old. After getting an MBA, he joined Ellison Company as a personnel manager. Prior to this, he worked in an equipment installation company for 3 years in human resource management; Now, he intends to do well in the new company.

The personnel department of Ellison Company has more than 40 employees. Compared with the whole company, a personnel employee has about 50 ordinary employees. The personnel department has several functional directors, who are responsible for salary design, personnel recruitment and training development, and performance appraisal.

Bauer discovered the problem soon after he arrived. For example, there is little "planning" for the work of various departments in the company, and there is no clear division of labor for each employee. A job can be done by Party A or Party B, depending on everyone's skills and interests. Many employees whose personal abilities are better than the job requirements are unhappy about this. When asked why the company is like this, the answer is: "It has been like this from the beginning."

In addition, only half of the personnel department employees have the qualifications of human resources and related majors, and only 1/4 employees have the experience of human resources management. In addition, many employees are transferred or promoted by ordinary employees. There are four supervisors in the personnel department, one is a librarian and the other is an office secretary. Although the other two supervisors have experience in personnel work, they have no professional qualifications. As for the employees under the four supervisors, it is even more varied.

Employees of other functional departments in the company have gained a kind of "seniority" after having recognized academic qualifications and relevant work experience, and these employees with "seniority" can provide business guidance and help for new employees. Generally, no one in the personnel department has such "qualifications", so they seldom help and guide new employees. Everyone does their own thing and seldom communicates with each other. Although the task of the personnel department is very heavy, other departments seem to be dissatisfied, and they always think that the personnel department can't respond to their demands in time. Moreover, the personnel department knows little about the company's strategic planning, and the decision of the personnel department is difficult to have an impact on the company's major policies.

During the period when Bill, Bauer's predecessor, served as the personnel manager, the salaries of employees did not increase much, and the dissatisfaction of employees was growing. Bill also put forward a plan to adjust the salary standard of employees to the president of the company, and suggested that the company modify the salary system appropriately. Although the president said he could consider it, nothing has happened so far.

Bauer believes that the actual situation of the company is quite different from that previously imagined. But I can't raise too many objections when I think about it. Every system and management mode of the company has its own tradition. Bauer can't say how bad this tradition is. In addition, the company is running well at present.

While hesitating, he overheard the manager of the finance department reprimanding an employee: "What happened to you recently? Repeated mistakes! This is not good for you! Do you know that?/You know what? Do you know that?/You know what? Like you, even if I send you to the personnel department, I am afraid that people will not want you! "

Bauer was very unhappy after hearing this. How does he strengthen the functions of the personnel department?

Discuss the problem:

1. What are the problems in human resource management of Ellison Company?

2. How does Bauer strengthen the functions of the personnel department?

I made this. I don't know if the analysis is thorough or not.

First of all, it is obvious that the company is still in the growth stage, and the superiors don't have a good understanding of the concept of human resources. They just regard the human resources department (personnel department) as a logistics department and don't realize the role of human resources department! Contrary to the company's corporate culture of "people-oriented" and "communication, cooperation, teamwork and struggle"! His thoughts are stubborn.

Secondly, the quality and knowledge of human resources practitioners are not enough, and further study is needed.

Finally, other departments have low recognition of the work of the Human Resources Department and lack communication.

As a human resources manager, you have the responsibility to do a good job in human resources. Although the company is operating well now, there are obviously great hidden dangers. You must realize that, for example, the responsibilities of employees in the company are not clear, and everyone doesn't know what to do, so it depends on their own consciousness. In this way, maybe some employees do more and earn less. There are also problems with employee salary and employee satisfaction. I suggest you list all the human resources problems of the company first, and then.

B. Analysis by another user on this website:

First, human resource management issues:

1, the organization is bloated, only one personnel department has more than 40 employees, and the normal allocation of 6-8 people is enough;

2. The division of responsibilities and authorities is unclear, and post analysis and post value evaluation should be carried out;

3, the performance management system is not perfect, and people are floating in the world;

4. The career planning system has not been established, and the promotion channels of employees' positions and salaries are not smooth.

Second, Bauer should suggest that the company establish a human resource management system.

The personnel department is a place where all departments don't want to eliminate personnel. If this department is good, it shows that the personnel department has not been attached importance to since the beginning of leadership.

No matter what measures are taken, we must first get the approval of the leading personnel department, so we must do a few beautiful things.