Business process reengineering and organizational structure adjustment will inevitably lead to the matching adjustment of strategies in all aspects of human resource management, and then affect a series of work objectives such as job matching and employee motivation.
The reason is that the work content of business process reengineering is to take business process as the object and center, and focus on adjusting the operation rules and cooperative relations of people, things, things and funds in business process. Business processes need to be realized by people who undertake job responsibilities. Therefore, the adjustment of enterprise process will inevitably involve the change of job definition.
The work content of organizational structure adjustment is to adjust the responsibility, right and cooperation relationship within the enterprise according to the requirements of the company's human resources strategy. Organizational structure adjustment itself is a part of human resource management.
Business process reengineering and organizational structure adjustment will both involve the adjustment and change of post functions, and organizational planning and post allocation are the basic modules of human resource management. Other human resource management modules, including recruitment and assessment management, performance management, salary and welfare management, training management, labor relations management, etc. All of them are based on job setting and job matching, and must be adjusted accordingly with the changes of organization and job responsibilities in order to play the role of human resource management.
How to set up posts and personnel, how to deal with the relationship between organizational goals and human resource management, reorganize the organizational chart, assign special personnel to do it, and clarify the promotion system, management system and assessment system, as well as the most critical new talent training system, recruitment system and combination boxing.
Business process reengineering emphasizes the concept of (). Enterprises make full use of modern information technology, take business process reform as the core, break through the traditional concept of "division of functions", carry out unnecessary reforms such as deletion, compression, integration and outsourcing through the identification, decomposition and evaluation of each link in business process, and redesign business process, reorganize organizational structure and re-transform business management mode according to the requirements conducive to developing customer value. Give you a contact information. 022-233 16249 training department, I hope it will help you.
How to carry out human resources work after the adjustment of enterprise organizational structure? Originally, the company intended to recruit a director of personnel administration, but later it didn't come. So, what the boss means is to directly promote me as the director. Although I have been working for nearly 10 years since graduation, I have only been here for one year because I know that my ability and professionalism are still lacking, so I still declined. Now there is a good opportunity to exercise, that is, due to the needs of the company's development (established two years ago) (the company's development strategy is to become the best wedding demand solution platform in China), the company has made some adjustments to the overall structure under the advice of external venture capitalists and experts, and all departments need to adjust accordingly. The previous structure was the general manager's office, personnel administration department, finance department, marketing department, operation department, content department, customer service department and technology department, but now it is adjusted to the general manager's office, personnel administration department, finance department, technology department and operation department (including planning department, website operation department, product department, marketing department and SEM), in which the previous structure operation department includes planning department, product department, SEM and content department. According to the boss's request, let all departments submit job descriptions, and then we agree to pass the audit, but I think we should do job analysis before that. Instead of blindly setting job responsibilities at will, avoid random changes in the future. My plan is to sort out the job responsibilities and KPI of this department first, and then make a reference model for other departments, because the format submitted by other departments is different and too casual. Do you have any good methods to formulate job responsibilities and job descriptions? In addition, I was the first to contact and be good at the recruitment module because I didn't always engage in administrative work after graduating from human resources major. I lack systematic professional knowledge and am preparing to minor in human resources as my second major. Now I lack performance and salary system. At present, the company's salary system and performance system are blank. I am thinking that if performance appraisal is implemented, the corresponding salary system needs to be established. So I feel at a loss. In this regard, I also want to ask you where to start. . 1.Butterfly should do job analysis before all departments submit job descriptions? How to conduct job analysis?
4. How to communicate with employees more effectively when doing performance appraisal? Analysis of the company's adjustment this time is still relatively large. I don't know whether the adjustment decision was directly issued by the boss or you participated. If you are involved, you should know why the company has adjusted its organizational structure so much. However, judging from the current adjusted structure, it is still reasonable. The only thing is that the planning department is placed under the operation department, so you need to seriously think about whether this planning department formulates the business strategy and plan of the whole company or serves the operation department. If it is strategic, it should be independent. I suggest you check with your boss.
Because your company is an e-commerce company and the e-commerce operation department is the core department of the company. The back-office functional departments and technical departments are both supporting departments, and they complete the company's strategy around the strategy of the operation department. This is no problem.
Regarding your first question, I personally feel that job analysis must be done, but not now. But after the organizational structure is adjusted and stabilized. And it is gradually advanced.
What we have to do now is to define the departmental responsibilities and work objectives of each department according to the company's strategy and adjustment ideas (because they will set the core responsibilities of each department when adjusting the organizational structure). When adjusting the organizational structure, the overall adjustment should be made. Don't change the internal positions of various small departments yet, or you will be in big trouble, and stabilize the overall situation first.
After adjustment, the HR department will issue a complete job description template (it is recommended that the header be set by the HR department, such as department, position, position grade, position, name, etc. ), so that employees in all departments can fill in the blanks. After filling it out, they will work with department leaders to modify and adjust the job description in combination with the old job description to form a relatively standardized file. Although there is no serious job analysis, there are at least 70 files.
With the job description, the third question, the assessment is easy.
But because of the adjustment just made, the company's balance is not very large and stable. Therefore, it is suggested that the assessment should not be too complicated, just use KPI, and the KPI should not be too much, and it should be controlled within 5, which is objectively measurable. Within three months, don't be linked to salary. Because, you need three months to cultivate the soil of assessment and standardize the salary management system.
So the next steps are the third and fourth steps, which can be carried out at the same time.
After understanding, each position will have a general scope. Then compare it with the post salary of the current company. If it is lower than the external salary, the assessment is a good basis for the salary increase, and the salary increase is directly added to the assessment salary. If the post salary is higher than the external salary, it's easy to talk about it. Just take out part of it and link it with the assessment, but it is suggested that the company also take out part of it to assess its salary, so that employees will be happy and the company's goal will be achieved.
In the setting of salary structure, it is recommended to set it by function.
The functional department suggested that the salary should be assessed on the basis of high basic salary.
The technology department adopts the form of basic salary plus assessment salary plus project bonus.
The planning department and customer service department of the operation department suggest referring to functional departments; The product department, content department and SEM department suggest adopting the mode of low basic salary+assessment salary+performance commission.
Finally, there is the communication problem of evaluation.
Communication accounts for more than 70% of the assessment work. Communication is everywhere. Suggestion: 1, extract KPI (communication) according to job description; 2. Make an evaluation plan (communication); 3. Explain the evaluation ideas (communication); 4. Training assessment methods (communication); 6. Training, assessment and interview communication methods (communication); 7. Evaluate the evaluation results (communication); 8, the application of assessment results (communication).
Staff communication must be fast, timely, objective, accurate and sincere. This must work.
Give some suggestions on how to optimize and adjust the organizational structure and build a perfect human resource management system (this is also a problem we encounter, and the adjustment is ok when we switch to ZK-HRMS system):
Organizational structure (hierarchy, department name, etc.). ) The convenience of using the system submitted by the personnel department must be considered:
For example, 1: There are many A/B/C in the production department, and some units are directly called the production department. When mixed together, small batch scheduling and overtime registration are very troublesome, and it is not easy to find people. Therefore, the department structure should consider putting people of the same class together when using the system;
Also consider the organizational structure of the finance department, because when calculating the cost, the department summary and even the department naming of the finance department may be different from that of the personnel department, so everyone should be consistent;
When using the system, which reports are needed, the reports are often grouped for statistics or query, so we should try our best to meet the needs of report statistics and query. For example, when the system didn't handle it well before, and the statements were counted by departments, personnel, finance, procurement, etc. We are first-rate, production is second-rate, quality is second-rate and first-rate, so you are confused.
On Business Process Reengineering