For coal mining enterprises, human resource management has become an important systematic project. The following is a model essay on human resource cost management of coal mine enterprises that I J.L. shared with you.
The management core of any enterprise in the market is people, and the goal is to earn the maximum profit. Therefore, the contest between input and output of human resources has become the content that every enterprise must attach importance to. From May this year, in just a few months, the situation of China coal market suddenly changed dramatically. The coal market highlights problems such as increased inventory, slow market sales, downward price and slow payment. This series of problems has suddenly become a new challenge for coal mining enterprises. In this context, how to effectively control the cost of human resources has become an urgent problem to be solved.
1 Definition of human resource cost
The cost of human resources is calculated to reflect the economic value caused by human resources management and employee behavior in enterprise organizations, that is, the sum of all the expenses spent by enterprise organizations to acquire, develop, use, drain and idle human resources to achieve their strategic goals.
2. The performance of human resource cost in coal mining enterprises
At present, there are many ways to classify human resource costs, such as direct costs and indirect costs. This paper points out some important manifestations of human resource cost in coal mining enterprises from several sources.
2. 1 Original cost of acquiring human resources Due to the particularity of coal mine production, the survival and development of enterprises need to recruit and select a large number of professionals in coal mine production system. A series of expenses for selecting people, employing people and placing people should be included in the original cost of human resources.
2.2 Additional expenses arising from human resources development. Based on the current situation of safe production, the state has many strict requirements on the form, category, content and hours of training for coal mining enterprises. Including pre-job training, staff training, job transfer training, education quality improvement training, special operations training, etc. After employees join the company, a series of expenses generated by the training provided by the unit are all extra costs for the human resources of the enterprise.
2.3 the use cost of human resources. Total wages account for a large part of the human resource cost of coal mining enterprises. In addition, all kinds of social security, office expenses, rewards, allowances, benefits, etc. provided by enterprises for employees belong to the expenses incurred in the course of use.
2.4 Loss and replacement costs caused by the loss of human resources. Due to the harsh production environment and remote geographical location, the loss of human resources in coal mining enterprises also needs attention. It is turnover costs who may have a negative impact on the completion of a job or task due to the loss of a job vacancy caused by employee's resignation. At the same time, in order to fill this position and find a suitable candidate again, all kinds of expenses are the replacement cost of enterprise human resources.
2.5 sunk costs caused by idle human resources. In many cases, the human resources of coal mining enterprises have not been effectively allocated. The sunk cost of an enterprise is the loss caused by the unused human resource cost invested for some reason.
3. The employment, development and use of human resources in coal mining enterprises and the existing problems.
3. 1 Acquisition of human resources.
At present, the main way for coal mining enterprises to obtain human resources is to recruit a large number of professional and technical personnel from coal colleges. Enterprises are very concerned about whether talents are excellent, and some even spend a lot of money to recruit people, or directly recruit graduates, or hire professors and consultants to enterprises to achieve a win-win situation in social and economic benefits. This practice is often not suitable for their own situation. The cultural background of external employees is different, and the effectiveness of outstanding talents will be greatly reduced even if they are not combined with the specific environment of the enterprise. This part of the talents left their hometown, with a low sense of belonging and the highest turnover rate in the enterprise. Enterprises will pay the cost of employee turnover and replacement for high turnover rate, which will cause great waste to enterprises.
3.2 human resources development.
There are many forms of human resources development in coal mining enterprises. Including foreign training, internal training, quality improvement, skill improvement and a series of development processes, often lack attention to the essence and results. In order to cultivate practical talents suitable for their own production and operation, many coal mines have cultivated many professionals in production practice through the continuous innovation of some human resources development methods. However, this method does not combine with its own actual needs, and ignores whether human resources development adapts to the target performance of enterprises, which makes the development results unable to meet the goal of matching people with posts. Investment in human resources development has become the sunk cost of human resources in enterprises.
3.3 Use of human resources.
Some positions in coal mining enterprises, such as finance, personnel, training and other departments, need certain quality and ability to be completed, but some enterprises think that these departments are non-production system departments and are not important. It is bound to bring a lot of employees or one person with multiple positions at will? Rework? 、? Legal risk? 、? Serious mistake? , thus indirectly increasing the use cost of human resources.
There are also some coal mines because they are? Three shifts? For homework, employees in non-front-line departments are required to extend working hours, reduce vacations and overtime. In this way, not only the employees' work mood is affected, but also their work ability and work level will be limited because of their emotions, and their work efficiency and quality will be reduced, so they dare not expect creativity in their work. So the cost of human resources is greatly wasted.
4 How to effectively control labor costs in coal mining enterprises
4. 1 Pay attention to the cultivation of internal talents.
At present, most coal mining enterprises have cooperation projects with universities all over the country to train professionals, with the goal of directly introducing high-tech talents from various production systems. In fact, what coal mining enterprises need more is applied talents. The cultivation of professional knowledge in colleges and universities is important, but academic qualifications do not represent ability. Coal mining enterprises should attach importance to the cultivation of internal talents. All kinds of production mines have their own production systems? Montana? Don't think these workers are? Earth leopard? . On the contrary, such employees are the key targets of human resources development and training in enterprises. Such employees are the applicable talents of the enterprise. Therefore, when selecting talents, we should not only pay attention to academic qualifications, but also cultivate talents that most coal mining enterprises need step by step.
4.2 Optimize the organizational structure.
At present, most coal mining enterprises need to change the inherent organizational framework structure and remove? Overlap? 、? Bloated? Shadow, reduce invalid departments, implement a large-scale system, implement a flat organizational structure, and avoid overlapping institutional functions. In addition, it is necessary to clarify the scope of responsibilities of each department and office, strictly implement the quota, and ensure the coordination of work among departments and offices and the smooth connection of work processes among posts. Coagulation? 、? Did it go well? 、? Streamlined? 、? Efficient? Organizational structure, achieve the purpose of improving work efficiency.
4.3 Control the brain drain rate.
For coal mining enterprises, the stability of the talent team is conducive to the control of human resource costs, while the excessive flow of talents in the process of coal production will cause unstable factors for the safe production and the efficient development of mine undertakings. The continuous recruitment, employment and training of enterprises have to pay huge original cost, turnover cost and replacement cost. In addition, the coal industry is a high-risk industry, and fixed skilled workers are helpful to find and solve hidden dangers in underground production. Therefore, enterprises should also consider the unstable factors of safety production caused by frequent personnel flow, and pay huge safety costs for this. This does not mean that enterprises are not allowed to have normal talent flow. With the development of enterprises, only by strengthening the internal cultural construction of enterprises, increasing the sense of belonging of employees, and ensuring the smooth and reasonable exchange of talent circulation channels can we realize the rational flow of talents and achieve the purpose of optimal combination and scientific allocation of professional and technical personnel.
4.4 Improve the quality of employees.
There are two direct ways for enterprises to reduce the cost of human resources: one is to lay off employees, and the other is to reduce wages. At present, coal mining enterprises are overstaffed and the market is sluggish, so it is necessary to streamline layoffs. But the most important thing is to improve the quality and overall skill level of employees and realize the strategy of people-oriented, salary increase and efficiency increase, so as to improve work efficiency and fully mobilize the enthusiasm of employees.
5 conclusion
For coal mining enterprises, human resource management has become an important systematic project. How to reduce labor costs, ensure safe production in coal mines, and achieve strategic leapfrog goals is one of the important tasks of human resource cost control. Starting from serving the management of coal mine enterprises, this paper effectively controls human capital, so as to achieve the purpose of improving the competitiveness of coal mine enterprises.
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