Second, the responsibility and mission:

As the strategic executive department of * * Group, the Human Resource Training Center undertakes the mission of planning and implementing the Group's human resource strategy and cultivating enterprise talents. By formulating the group's human resource strategy, coordinating the employment mechanism, systematically constructing the human resource management system, giving full play to the group's advantages, realizing resource sharing and controlling business risks; Through the cultivation of talents, we can provide talent reserves for the strategic development of the group and maintain the competitive advantage of the company's talents. Its goal is: problem-oriented, based on ability improvement, with strategic supply function.

Its specific functions are: human resources strategy formulation, personnel training, human resources system construction, performance management, supervision and feedback, and its related structure is as follows.

Third, SWOT analysis of human resources:

1, SWOT matrix:

Student: (Advantage)

It is a traditional industry and has not been impacted by the economic crisis;

The group's human resources construction goal is clear;

The Group enjoys the advantages of resource conditions;

Harmonious team organization culture in the comprehensive management office;

The age structure of group employees tends to be younger, and it is easier to accept new knowledge.

Question: (Opportunity)

The overall economic development trend is good, and the industry prospects are promising;

The strategic expansion of the company needs a team of high-quality professionals;

Economic development is conducive to recruiting high-quality talents;

The development of market economy needs the continuous growth of enterprises and their employees;

All branches, subsidiaries and group management strive for resource support simultaneously.

Female: (weak)

The mechanism of selecting, employing, educating and retaining human resources in the company has not yet been formed;

The personnel management of each company has not risen to the level of human resources, and the management cost is high;

The comprehensive management office has not formed a complete human resources system;

The company lacks high-skilled, top-notch talents;

Internal communication barriers are not conducive to the introduction of external talents;

The quality of human resources is not high, and the reserve of reserve talents is insufficient;

Corporate culture construction has not landed, and enterprises lack cohesion;

T: (threat)

The external competition is fierce, and the risk of brain drain increases;

The employee compensation and welfare system needs to be improved, and the employee turnover rate remains high;

The implementation of new employment policies and laws has increased the cost of employment;

Failure to form a perfect talent retention mechanism is not conducive to retaining core talents;

Employee satisfaction is not high, lack of enthusiasm for work, and poor execution.

2.SWOT analysis:

So:

Clarify the company's employment principles and mechanisms, and formulate strategies to attract and retain talents;

Introduce external talents and give full play to people's efficiency;

Establish employee learning map and career development channel;

Make a talent reserve training plan and put it into practice.

ST:

Make a special talent retention plan to retain the company's core employees;

Formulate a talent reserve plan and strengthen the construction of talent echelon;

Improve the salary and welfare of employees and reduce the turnover rate of employees;

Establish a harmonious corporate culture and educate people with culture.

WO:

Upgrade the personnel management system of the existing company, and transition from traditional personnel to human resources;

Combine enterprise training with the personal growth needs of employees;

Formulate the training system of the group and each company, and combine them;

Break internal communication barriers and retain excellent employees.

Weight:

The core talents of each company are included in the group's talent retention plan;

Improve the organizational structure of the human resources training center and its responsibilities and functions.

Improve relevant incentive measures, improve employee satisfaction, and let employees work happily.

Four. Analysis of the Group's Human Resources Structure;

At present, the Group has 9 subsidiaries, namely Kunshan * *, Kunshan * * Wuxi Branch, Nantong * *, Foshan * *, Changbaolian, Jianchunyou, Tianjin * *, Wuxi * *, Taiyuan Metal and * * *, with a total of 493 employees (Note * The statistical deadline of this data is 20XX10.65433).

Analysis of the age structure of employees in 1 and * * groups;

2, * * group education structure analysis:

From the chart of 1 and 2, the overall age structure of employees in * * Group tends to be younger (average age is 27. 6 years old), is conducive to the training of grass-roots team leaders and general technical personnel, but is not conducive to the construction of senior talent reserve.

3. The ratio of direct employees to indirect employees is about 1: 1. 5 (194: 299), the ratio of operation layer to management layer is about 2:1(194:103).

As can be seen from Table 3, compared with the surplus of direct and indirect employees in the support department, this is not conducive to improving work efficiency and cross-departmental communication and coordination. It is suggested that non-value-added units can be outsourced.

4, management education structure:

5. Age structure of managers:

It can be reflected from this chart that most managers are under 30 years old, with low academic qualifications, lacking modern enterprise management and practical experience, and the professional level of talents needs to be improved.

6. Missing data: gross output value of the group, personal salary of employees and employee turnover data, resulting in unanalyzed items: per capita income cost, labor cost analysis and employee turnover analysis.

7. Based on the above analysis, at present, the overall human resource structure of the Group tends to be younger, which is not conducive to team training and high-end talent reserve construction; Most managers have faults or mismatches in age and professional configuration, and the level of human resources needs to be improved.

Verb (abbreviation for verb) Group manpower demand and supply:

1. Description of future manpower demand of the Group:

① The Group plans to add two A-class factories and 10 D-class factories in 20XX~20XX; 20xx ~ 20 15 added 3 A-class factories and 40 D-class factories;

(2)A-level factory shall be subject to the staffing of Tianjin * *; The D-class factory is based on Foshan * *;

③20XX and 20 15 manpower demand are net added value.

2, talent demand and supply analysis:

Six, human resources strategic planning:

According to the strategic planning of the group, the human resources structure and operation status of subsidiaries, the degree of centralization and decentralization between the group and subsidiaries and the operation mode, the Group General Management Office will choose the strategic control mode for subsidiaries after its functions are sound, that is, the Group General Management Office is responsible for approving the strategic planning, business plan and budget of subsidiaries. However, the formulation and implementation of strategic planning, business plan and budget are carried out independently by its subsidiaries. Therefore, the comprehensive management office will adopt the following strategies for human resources training and construction in the near future (within five years):

1. Closely combine human resource planning with group strategic planning, effectively providing basis and support for the formulation and implementation of group strategy; For the strategic development of the group, the human resource training center meets the human resource needs of the group through human resource operation.

2. Establish a training system oriented to ability improvement; In the training course system, relevant courses will be set up according to the core competence of the post, and employee promotion and ability evaluation will be combined according to the actual competence verification of employees to meet the requirements suitable for the post. In addition, the training system of the Group is combined with the training systems of its subsidiaries, so that resources can be enjoyed through the e-platform and the advantages of the Group can be brought into full play.

3. Establish the evaluation standard of core talents, plan the career development of core talents, and retain the core employees of the company; The quantity and quality of core talents are directly related to the overall level of core competitiveness of enterprises. Establish the selection and planning system of enterprise core talents, establish the standards of external introduction and internal selection of core talents, establish career development channels, and formulate relevant talent incentive measures to maintain the sustainable competitiveness of core talents.

4. Enable the personnel system of each company to be upgraded to human resource management; Provide necessary guidance and support for the personnel management of subordinate companies, introduce modern human resource management system, standardize the company's various employment mechanisms, improve the company's management level and reflect the value of human resources.

5. Assist the personnel department of each company to better support and serve the core business departments and maintain the competitiveness of the company; According to the strategic adjustment of the company in different periods, assist the personnel units of each company to formulate positive personnel policies, and better coordinate other functional departments to support and serve the core business departments through the selection, use, education and retention of human resources to ensure the company's performance growth.

Seven, the core strategy:

1. Establish a management platform based on system construction and resource enjoyment;

Through the establishment of institutionalization and process standardization, standardize the operation of subordinate companies and reduce business risks; Realize resource sharing through electronic platforms and networks, exercise the Group's guidance, support and service functions for human resources management of subordinate companies, and give play to the Group's strategic guiding role.

Prerequisites: the group's human resources management function is sound and the system is complete;

Promotion mode: after the pilot is successful, it will be promoted through training and guidance for the stationed personnel.

2, based on the talent training and reserve system, form a continuous and stable talent supply channel:

Establish the training system of the group and its subsidiaries to realize the training function of different talents (the subsidiaries focus on the training of basic employees' operational ability, and the human resources training center focuses on the management ability of management and the technical ability of professionals); Carry out various recruitment methods such as school-enterprise cooperation and external introduction to meet the manpower demand, and introduce imported talents into the talent training track to meet the company's talent demand.

Promotion methods: ① Take Kunshan * * as the pilot training system, and transfer and gradually promote it after the system is perfected; ② Choose technical colleges in Grade A factories such as Pearl River Delta, Yangtze River Delta, Beijing-Tianjin-Hebei Weifang to carry out school-enterprise cooperation to meet the company's operational manpower needs; ③ Recruit talents through external introduction, internal introduction and peer recommendation, and meet the needs of middle and high-level talents through group training.

3, based on the performance management system and incentive system, form a competitive mechanism:

According to the strategic objectives of the group, it is decomposed into the annual appraisal objectives of each company, and the performance appraisal indicators of each employee are formed through layer-by-layer decomposition; Through performance management and target assessment, the incentive and internal competition mechanism are introduced to realize the overall goal of the group.

Promotion mode: Kunshan * * is selected as the pilot, and the indicators are first decomposed into core employees; After the pilot is successful, it will be promoted.