Summary report on social practice of college students' human resources department This paper mainly expounds the internship report of human resources department from the following aspects: internship purpose, internship time, internship unit, internship content, some problems existing in the human resources management process of S company, suggestions and measures to improve the current problems, internship sentiment and several aspects. Among them, the purpose of internship is to guide the future study focus and development direction, and the content of internship is to describe the procedures and recruitment of daily personnel changes. This paper expounds some problems existing in the human resource management process of S company from aspects of imperfect modern human resource management system, unreasonable organizational structure and post setting, unfavorable personnel selection and appointment, lack of training and career planning for employees, inadequate application of modern human resource management tools, and irregular daily personnel management process. This paper expounds some suggestions and measures for improving the current problems from the aspects of human resource management system construction, organizational structure and post setting, personnel selection and appointment, staff training and development and career planning, K3 system development and utilization, and personnel management process. From the combination of persistence and practice, lay a solid foundation for future career development to describe the internship experience. This paper has reference and guiding significance for the internship of human resources department.
First, the purpose of internship
Familiar with the operation system and management process of real enterprise human resource management, apply the theoretical knowledge learned to practice, exercise social practice ability, learn new knowledge at work, and summarize and improve the learned knowledge to guide the future learning focus and development direction.
Second, the internship time
2009-7- 13——2009-8-25
Third, the internship unit
Human Resources Department of S Clothing (* *) Co., Ltd. (hereinafter referred to as S Company)
Fourth, the internship content
(1) Daily personnel change procedures
Daily personnel changes mainly include employees' new employment, resignation, job transfer and employment confirmation. These jobs are the most basic personnel management in the human resources department, and also the work that must be done every day during the internship in S company. According to the job responsibilities and workflow, it can be summarized as follows:
1. Enter
(1) Verify the employee's identity, and check whether there are my ID card, two one-inch color bareheaded photos and other relevant academic qualifications or qualifications. If he/she has no ID card or photo, he/she will not go through the entry formalities.
(2) Collect photocopies of the ID card, graduation certificate, degree certificate and other relevant qualification certificates of the entrants, and provide photocopies if there are no photocopies. At the same time, the new employee guidance trial version is provided to the entrants, and the operation process is briefly introduced.
(3) Provide the entry approval form to the entrants, so that the entrants can get the entry department and ask the department leaders for approval.
(4) After being approved by the department manager, withdraw the Employment Approval Form and check whether it is standardized and complete.
(5) Guide entrants to sign labor contracts, sign company confidentiality agreements for positions requiring confidentiality agreements, and handle brand and work permit.
(6) After signing, check whether the materials (application registration form, employment approval form, contract/confidentiality agreement, photo, copy of ID card, copy of education/qualification certificate, internal talent recommendation form) of the entrants are complete.
(7) Submit the information of new employees to the hiring supervisor and manager for approval, and communicate with relevant departments for confirmation in time if there is any doubt.
(8) Enter the approved personnel report into the list of new employees this month in time, add this person to the employee roster, and mark it with red to indicate that this month is the latest, then enter the basic information and contract information of new employees in K3 system, and file all the information of new employees after completion.
leave office
(1) Employees who apply for resignation should receive the resignation application from the Human Resources Department.
(2) After being approved and signed by the department head, take back the resignation application form and provide the resignation handover form together with the resigned employees, and simply inform them to handle the work handover in each department.
(3) When the resigned employee fills in the handover form, check whether the handover work is completed and whether the relevant departments sign for confirmation. After confirmation, take back his brand and work permit and sign for confirmation.
(4) Submit the employee information to the manager for approval. After approval, enter the employee list in this month's personnel report and delete it from the employee roster. At the same time, delete the employee information in K3 system, and file the employee information after completion.
positive
(1) If the employment confirmation time agreed in the contract has expired or the application for early employment confirmation has been made, I will go to the Human Resources Department to receive the Examination Form for Ordinary Employees, and I will write a written application for employment confirmation and submit it to the department head for approval.
(2) According to the work performance of the applicant who has become a full-time employee during the probation period, the department leader will make an assessment on the Appraisal Form for Full-time Employees and put forward relevant opinions.
(3) If the department signs and agrees to become a regular employee, submit the Appraisal Form and the Application Form for Becoming a Regular Employee to the Human Resources Department for approval.
(4) Check whether the submitted formal assessment form and formal application form are standardized and complete, whether the formal time is in line with the regulations, and whether the opinions of the departments are clear. If there are inconsistencies or ambiguities, ask the leaders for instructions in time and communicate with relevant departments for confirmation.
(5) Submit the qualified application to the manager for examination and approval, enter the personnel list of this month after the examination and approval, and make corresponding modifications in K3 system. After completion, file the employment information of the hired personnel.
transfer
(1) When relevant departments put forward personnel requirements, employees apply for transfer, and the transfer-out department agrees, and after the receiving department agrees to receive it, they go to the Human Resources Department to receive the post transfer application form.
(2) The applicant fills in the Post Transfer Application Form and submits it to the transfer-out department and the receiving department for examination and approval. The transfer-out department and the receiving department will specify the transfer time, salary before and after the transfer, and inspection time.
(3) After the transfer application form is signed by the relevant departments, it shall be submitted to the Human Resources Department to verify whether the transfer is in compliance with the regulations and whether the relevant departments confirm it clearly. After confirmation, submit it to the human resources manager for approval. After approval, it will be entered into the personnel list of this month's personnel report, and the department and position of this person will be adjusted in K3 system. After the entry is completed, archive the information of the transferred personnel.
(2) Recruitment
1. Screen resumes online.
At present, the recruitment demand of S company is relatively large. Carefree Future, * * Talent Network and Clothing Talent Network posted a large number of recruitment positions and demands, and received a large number of resumes every day (including resumes sent directly to the mailbox). Therefore, it is also a key and important job to screen resumes submitted online. Mainly some positions that are not very critical and important, you can try to screen them yourself. The criteria for selecting resumes are mainly based on the responsibilities and requirements of the post, such as relevant work experience, age, major and other key factors, and then further screening and interview.
2. Make an appointment for an interview by phone
After the first round of online resume screening, the next important task is to make an appointment for further interview by telephone. Applicants who meet the requirements of the position should download, print and sort out their resumes first, and then make an appointment for the next interview by telephone according to the requirements of the supervisor. In telephone communication, it is mainly to briefly introduce the company's current situation, job requirements, salary and treatment, interview time and place, and bus route.
3. Receiving applicants
Many people come to the company for an interview every day, some make an appointment by phone after their resumes are screened, some come directly after seeing the recruitment information, and some are recommended by our employees. The reception work is mainly to ask the origin of visitors, and at the same time provide the corresponding application registration form and candidates. For positions with high academic requirements, simple tests should provide preliminary test questions, guide how to fill out forms and provide tea in time. Some positions that need on-site examination or re-examination by the employing department should be arranged by the relevant departments for examination or re-examination.
interview
Conduct a preliminary interview for some unimportant positions, mainly to get a brief understanding of the applicant's work experience, main work skills, attitude, mentality and communication information.
V. Some problems in the process of human resource management in S company.
Through more than one month's internship, I have a certain understanding of S company and a more comprehensive understanding of the current situation of human resource management system. According to the work I have been in contact with, the situations I have encountered in my daily work and the observed situation, I feel that there are still some problems in the human resource management of S company. The daily personnel management process is chaotic, and the traditional personnel management still occupies the mainstream position. Several modules of human resource management, such as recruitment and selection, training and development, salary design and performance appraisal, have not established scientific norms. According to work practice and research and analysis, it can be summarized as follows:
(A) the modern human resources management system is not perfect
In S company, many aspects of human resource management are still in the traditional personnel management stage, and there is no standardization and institutionalization. The functions are mostly employee attendance, salary formulation and accounting, recruitment, personnel deployment, induction training, contract and insurance management, and some basic personnel file management. There is no unified planning for employees and management according to the needs of enterprise development strategy, and no system regulations such as selection, appointment and incentive that meet the needs of enterprise talents are formulated to make the best use of their talents. Traditional personnel management makes it difficult for enterprises to realize the rational allocation of personnel, the matching of personnel and posts, and the weak means of personnel allocation, and it is impossible to form an optimal allocation mechanism for reasonable flow. Personnel arrangements in enterprises are often people-oriented rather than things-oriented, and personnel management with feelings greater than law is still widespread.
(B) the organizational structure and post setting are unreasonable
At present, S Company has more than 20 departments, large and small, which are intertwined, and some departments are independent and semi-independent, resulting in a situation of dual leadership, which has a certain impact on the company's execution and efficiency, and it is difficult to distinguish the related responsibilities and responsibilities. In addition, in terms of post setting and staffing, there is a serious problem of setting posts by people, which does not follow the company's development needs and human resources planning. Many posts are simply named and set up without analysis and research, and the necessity, rationality, post responsibilities and staffing level have not been carefully and strictly studied. Most of them are decided by slapping their heads, without considering the optimal allocation of labor costs and human resources, which is unfavorable to the long-term development of the company.
(3) There is an unfavorable situation in the selection and appointment of personnel.
At present, there are two main recruitment channels in S company, one is through internal staff recommendation, and the other is through external recruitment through the network. However, there are few internal recruitment channels, which limit the flow of internal employees, lack the stage for employees to display their talents and promotion, bury potential talents to a certain extent and affect the enthusiasm of employees. At the same time, if you rely too much on the recommendation of insiders, problems will arise. There are more chances to apply successfully through internal employee recommendation than through external recruitment, so most internal employees have relatives or friends in the company. It is very important for enterprises to pay attention to the recommendation of internal employees, but it will inevitably lead to complex interpersonal relationships and nepotism within the company. In the aspect of personnel appointment and dismissal, it is inevitable that the relationship is supreme and affection is greater than law, which brings inconvenience to institutionalized management, makes it difficult to appoint people on their merits, grasps fairness and justice, and affects the innovation and development of enterprises.
(d) Lack of staff training and career planning.
There may be a feeling that new employees are not very clear about their future development prospects or promotion paths in the company, can't see the direction and goals they want to work hard in the future, and naturally lack enthusiasm and enterprising confidence in their work, which will lead to an increase in turnover rate and a decrease in employees' loyalty to the company.
The main reason is that the company pays more attention to management than development, does not have a clear career plan for employees, and does not pay enough attention to the development and training of employees. For most employees, the training in the enterprise may only stay at the level of corporate culture training, company system training and pre-job training, and there is no room for follow-up training and promotion. It should be said that there is no shortage of talents in enterprises at present, and there are many capable people, but what enterprises provide to employees is basically a single job and career promotion, taking a single development channel. This has more or less reduced the career opportunities of employees, especially for some managers, technical frontline workers and other professional and technical personnel who find it difficult to have great development prospects, which in turn affects employees' loyalty to the enterprise and also creates a difficult situation in which talents are difficult to recruit and retain.
(e) Modern human resource management tools are not fully utilized.
At present, S Company uses Kingdee K3 human resource management system (hereinafter referred to as K3) in human resource management. Its main functions are: (1) basic personnel management. Including organizational planning, employee management, query report, salary accounting, social security benefits, attendance management and other management modules; (2) Professional human resource management. Including competency model, recruitment and selection, training development, salary design, performance management and other functional modules; (3) Employees help themselves. Provide CEO platform, manager platform, my workbench and other functional management modules. Therefore, in the process of human resource management, we can use these tools of K3 to standardize the basic data, straighten out the organizational process, and carry out effective management around the four stages of selection, education, employment and retention, so as to improve the professional management level of HR and achieve the effect of improving work efficiency.
However, at present, the company has not made full use of this modern human resource management tool. In addition to some basic personnel data, employee contracts and other simple input systems, many functional modules of human resource management are basically idle. Personnel reports, personnel analysis, training, development, recruitment, selection and other work are not scientifically standardized, and are basically handled by basic office software such as EXCEL, which causes some confusion in management and affects work efficiency. On the one hand, the company's top management and principal responsible persons did not pay enough attention to it; On the other hand, there is a lack of talents to master the use of K3 system, and no one in the human resources department is responsible for managing their respective modules.
(six) the daily personnel management process is not standardized
According to the actual operation during this period, it is found that the procedures of some personnel changes in actual work are rather chaotic, and it often happens that personnel in various departments do not act according to regulations. For example, if a probationary employee becomes a regular employee, he/she will receive the appraisal form 7 days before the end of the probationary period, and the employing department will make an evaluation within 3 days and submit it to the Human Resources Department. However, many departments or individuals often submit their applications for regularization late, and some even don't submit them for half a month to a month at night. Can they be regularized or postponed? Human resources doesn't know. Seriously, many applications submitted late according to the stipulated time are still submitted according to the agreed time of becoming a full member, and some even become a full member in advance without the signature of the human resources manager. In this way, no matter when they apply for employment, it will not affect their employment time, which is obviously unreasonable. In addition, there is no clear regulation on the evaluation of regularization. How many points and above can the evaluation results be regularized on schedule, how many points and above can be regularized in advance, and how many points and below can be postponed or rejected. In this way, the final result is that everyone can become a full member as scheduled or even in advance, and the purpose and function of the assessment will lose its meaning.
In addition, those who apply for resignation according to regulations must inform the employing department 15 days in advance, but after receiving the notice, the employing department rarely gives timely feedback to the human resources department. When this person goes through the resignation formalities, the human resources department knows that this person is leaving, and there is no room for manoeuvre. In the whole process, the human resources department was in a very passive situation and finally had to sign off. This brings great trouble and disadvantage to the company's personnel planning and recruitment, and it is impossible to grasp the personnel information in time and effectively to control the brain drain. Civil servant's home
Suggestions and measures to improve the current problems with intransitive verbs
(A) on the construction of human resource management system
First of all, it is necessary to formulate a human resource management system that meets the strategic development needs of enterprises and corporate culture. When formulating the system, we should strive for the support of the top management of the enterprise, enhance the strategic level of the human resources department, strive for certain formulation and execution rights, take the interests of the company as the center, and avoid becoming a mere formality. Secondly, change the situation of traditional personnel management, establish and improve several modules of human resources, such as recruitment and selection, training and development, salary design, performance appraisal and so on. And have a certain executive power to change the passive situation of the human resources department. The system should adhere to the people-oriented principle, pay attention to human factors, attach importance to the value of talents and respect human needs. Finally, it is necessary to form a perfect and standardized system text, such as employee handbook, enterprise rules and regulations, attendance management system, vacation system and other related human resources management systems, so that there are rules to follow. At the same time, we should strengthen law enforcement, clarify rewards and punishments, adhere to fairness and justice, adhere to the system of managing people, avoid the situation that love is greater than law, and let everyone abide by the rules and really play a "hot stove" role.
(B) on the organizational structure and post setting
First of all, conduct field investigation and analysis on various departments and posts, cut off unnecessary departments or posts, reduce and control labor costs, and realize the optimal allocation of human resources. Secondly, standardize the organizational structure and optimize the department setting. The establishment of departments must meet the actual development needs of enterprises and be as simple and clear as possible. At the same time, it is necessary to distinguish the responsibilities of various institutions and clarify the role of departments. Third, the post setting within the department is based on the actual work needs, in strict accordance with the human resources planning of the enterprise, to avoid setting posts that vary from person to person. The staffing and organizational structure should be limited, not changed at will, and the job responsibilities are vague. The necessary work should be analyzed and job descriptions should be made for key positions.
(iii) Selection and appointment of personnel
First, adhere to the talent is the only source of enterprise development. Pay attention to and respect talents, avoid cronyism, and put relationships first. Expand talent introduction channels, pay attention to internal competition and mobility, and provide a platform for employee development and promotion. Second, the director should also tolerate people's shortcomings. When selecting talents, we should not only pay attention to academic qualifications, work experience and even relationships, but also pay attention to the cultivation of innovative talents, allow mistakes, provide opportunities and enhance employees' loyalty to the enterprise. Third, retaining talents is the key. Whether it is front-line production personnel, professional and technical personnel or management personnel, it is necessary to prevent the outflow, because the cost and difficulty of recruiting a person is far greater than that of retaining a person. To prevent the loss of existing human resources, we need to make long-term planning, establish the concept that all personnel are talents, attach importance to employees' personal development needs, and closely link employees' personal ideals with the development of enterprises to benefit from development.
(d) Training development and career planning of employees
First of all, training should be institutionalized. The training of employees should be promoted to a higher level and depth, not just limited to the training of management or corporate culture and company system. Make full use of the company's existing human resources, various training institutions and some colleges and universities to do staff training and rotation training, clarify and institutionalize the training tasks of various departments and levels, and gradually establish a mandatory training system for employees and their managers at all levels before promotion. At the same time, it is necessary to put an end to training that is a mere formality, has no practical effect, and is laborious and costly. Secondly, carry out employee career management. Let employees, especially knowledge workers, see their development path in the enterprise, and don't be confused about their current position and future development, thus helping to reduce the turnover rate of employees. At the same time, we should not only provide employees with remuneration equivalent to their contributions, but also make systematic and scientific career plans for employees on the basis of fully understanding their personal needs and career development aspirations, effectively provide employees with various development channels and opportunities for further study, and set up a number of promotion ladders for equal competition, so that employees can truly feel that they have the hope of realizing their ideals and ambitions in the enterprise. Finally, establish and improve the internal flow mechanism, encourage employees to compete for posts through internal recruitment, and build a rotation flow platform for employees to avoid employees being tied to one post, resulting in lack of vitality and innovation ability within the enterprise.
(V) On the development and utilization of K3 system
Firstly, the function of each module of K3 system is deeply studied and excavated. Now this system may have the latest version. It's best to contact the service provider to upgrade the system, and ask professional organizations to do some professional training for the relevant personnel of the human resources department, so that everyone can master the operation and use of the whole system. Secondly, responsible for the management of their respective modules according to the division of responsibilities. For example, those who are responsible for basic personnel management should improve the basic information, contracts, social insurance and welfare of employees; The person in charge of recruitment should establish recruitment and selection; The person in charge of training has established employee training development to realize online management. Finally, by improving the basic human resource management step by step, and then promoting it to the whole company, we can realize the connection of all links and systematization of management.
(6) About personnel management process
First, standardize the process. For unscientific procedures and regulations, to improve and perfect, they should be simple and effective, and avoid finding people to sign everywhere. Second, explain the policy. The company's personnel management system should be clear to all departments and everyone. What can and can't be done, and no one can violate it at will. Third, strict implementation. For violations of management regulations and operating procedures, there should be corresponding punishment measures and control measures, which cannot be simply put aside. It is suggested to link with my performance appraisal and give a serious warning or corresponding punishment.
Seven, internship sentiment
First of all, I would like to thank Mr. Qin for his strong advocacy and support for this summer internship, S Company for giving me this internship opportunity, all colleagues in the human resources department of S Company for their help and guidance during this period, and all colleagues in other departments of the company who supported my internship.
During my internship, I felt a lot. There is a good saying, "If you get it on paper, you will feel shallow and never know it." What you learn from books must go through practice after all, and practice is the only criterion for testing truth.
I remember the first few days when I entered S Company, and I felt that everything was strange and brand-new. A large number of production workers, assembly line production workshops, complicated affairs and so on. Enterprises are not schools, but "dream factories" that can turn knowledge into social wealth. In the first few days, the photocopier could not be used, the workflow was unclear, the phone was not answered, and the problems reflected by employees could not be solved in time. Everything started from scratch, and then I kept asking and asking. If I have any questions, I will go to my colleagues in the department to confirm. What I have done during this period is small, but it is not as easy as I thought. Because your own words and deeds are related to the image and interests of the department and the company, especially when dealing with people outside the company, such as answering the phone or receiving candidates who come to the company for an interview, your words and deeds are all showing the image and culture of the company, and any bad or inadequate work may have a bad impact on the company, not just personal matters.
Through this period of personal experience, I feel that there is still a big gap between the actual things and the book knowledge learned in school, and the combination of theory and practice needs to be honed. Perhaps some knowledge in books is lagging behind, because real life and work are closest to reality, and with the continuous progress and rapid development of information, networking and knowledge-based society, the response and updating speed of book knowledge is relatively backward. However, on the other hand, what we have learned from books is advanced to some extent, because we basically learn the modern enterprise management system from the West, especially the modern human resource management system, which started relatively late in China. In reality, many enterprises still stay at the traditional personnel management level, especially some state-owned enterprises and small and medium-sized private enterprises. To a large extent, they haven't established a complete modern human resource management system, and they are still relatively traditional personnel management. Therefore, how to face up to the reality and how to adapt to the facts and culture of the enterprise is more important in the internship process.
After this internship, I also found that I still have some shortcomings, such as my professional knowledge of human resource management is not solid enough, my practical operation ability is still poor, my communication and coordination ability needs to be further improved, and my ability to deal with complex and real situations is still lacking. Of course, I also made mistakes in my work, for example, some common personnel forms were not carefully filled in and checked, which brought inconvenience to the later work, the data entered in the personnel report was wrong, and the ID number and address of K3 employees were wrong. In a word, practice is a process of exploring problems, testing knowledge and exercising ability. The key is to find the main points and solutions of the problem and grow up in mistakes.
"Everything is clear and knowledgeable, and human cultivation is an article." During this time, I learned the basic process of human resource management operation, got a certain understanding of recruitment, and exercised my practical operation ability, which is of great help to my future study and work. I am very grateful to S Company for giving me this valuable internship opportunity. Although this short summer internship is over, it is only the beginning for me. I will take this rare experience back to school and classroom to guide the focus and direction of future study, and further study theoretical knowledge, adhere to the combination with practice, and lay a solid foundation for future career development.