Research on human resource planning of liquor manufacturing enterprises Abstract: Liquor manufacturing enterprises need the support of human resource management to build core resources and core competitiveness to meet challenges, and good human resource planning is an important part of it. Combined with the actual situation of the industry, this paper probes into the principles and processes of human resource planning in liquor manufacturing enterprises, analyzes the consistency between human resource planning and strategy in liquor manufacturing enterprises, and points out the main points of overall planning and business planning, as well as the problems that should be paid attention to when planning is implemented. Key words: liquor production enterprises; Human resource planning; Consistency analysis I. Introduction Most liquor manufacturing enterprises in China originally belonged to state-owned enterprises. Before the project, some of them have completed the restructuring, and the other part is still in progress. Due to the influence of Chinese traditional "wine culture", in recent years, with the increase of consumers' income, the sales momentum of wine products is strong, and many wine manufacturing enterprises have made great progress in recent years. For example, the sales revenue of JSY Liquor Co., Ltd. was less than 300 million yuan in 2004, reached 700 million yuan in 2006, and is expected to reach 654.38+0 billion yuan in 2007. In the next few years, liquor production enterprises will face some new opportunities. First of all, with the promulgation and implementation of policies and standards such as National Liquor Management Measures, Guiding Opinions on the Development of Liquor Industry and National Standards for Liquor, the liquor market order will be gradually standardized, and liquor production enterprises will have a better policy environment. Secondly, although the orientation of wine consumption has changed, for example, the sales of high-alcohol wine will slow down, but the overall demand for wine will grow steadily. Thirdly, in recent years, a large number of new technologies have been developed and utilized in the fields of microbiology research, fermentation technology research, artificial cultivation of old pits, improvement of distillation technology, development of low-alcohol wine and post-treatment technology. This will make liquor production enterprises have great potential in reducing costs and improving quality. However, liquor production enterprises are also facing many risks. Among them, the challenge of product structure, the involvement of foreign capital and the fierce competition in sales terminals are several main risk factors. In such a special period under the multiple backgrounds of reorganization, new technological innovation and foreign capital intervention, liquor manufacturing enterprises need the support of human resource management to do a good job in recruiting, developing, using and retaining personnel in order to build their own core resources and core competitiveness. This makes the human resource planning of liquor-making enterprises particularly critical. However, liquor enterprises have their particularity. For example, because of the water source, the headquarters and brewing centers of most liquor manufacturing enterprises are located in towns and villages, which has caused great obstacles to attracting talents. Therefore, the human resource planning of liquor manufacturing enterprises will have its own characteristics. This paper will discuss the "human resource planning" of liquor manufacturing enterprises in the new period, focusing on the principles and processes of planning, the consistency analysis of planning and strategy, the focus of overall planning and business planning, and the problems that should be paid attention to in planning implementation. Second, the principles and processes of human resource planning in liquor manufacturing enterprises stipulate the effectiveness of human resource planning in the general direction. In order to make the human resource planning of liquor manufacturing enterprises more effective, we must think deeply about its principles and processes. (1) human resource planning principles for liquor manufacturing enterprises 1. Pay attention to the robustness of planning. At present, most liquor manufacturing enterprises are in the growth stage, and it is necessary to formulate human resource planning for personnel expansion, and its basic contents and objectives are for the growth and development of enterprises. For those enterprises in the transition period of restructuring, it is especially necessary to formulate strategic human resources planning, clarify the future development direction of enterprise human resources management, and coordinate labor relations. However, for the vast majority of liquor manufacturing enterprises at present, in view of the rapid development in the early stage, in order to ensure the steady development of enterprises in the rapid development, what is more urgently needed is a steady human resource planning. 2. Pay attention to the consistency between planning and strategy and culture. From an ideal point of view, it is best for human resource planning to fully consider the changes in the internal and external environment of enterprises, adapt to the needs and serve the development of enterprises. However, the changes in the external environment of liquor manufacturing enterprises, especially those from the market, are difficult to grasp. Therefore, enterprises should pay more attention to the matching of planning and internal environment, especially strategy and culture. As far as culture is concerned, it is mainly an extension of the values of senior managers. This requires the planning to be fully reflected in the formulation and implementation, and the active support and participation of senior managers is an important part. 3. Pay attention to the integrity of planning From the current reality, the human resource planning of many liquor manufacturing enterprises only includes the planning of personnel growth, personnel replenishment, personnel deployment and staff turnover. With the fierce competitive sales of alcoholic products and the increasingly mature human resource management, these are far from enough. Except for a few small enterprises, the human resource planning of most liquor manufacturing enterprises needs to emphasize integrity, which should include overall planning, staffing planning, personnel demand planning, recruitment planning, training planning, performance appraisal planning, salary management planning, personnel promotion planning and so on. They will strive to reflect the internal consistency of human resource management. (II) The process of human resource planning in liquor-making enterprises The general process of human resource planning is to start from the enterprise strategy, combine the characteristics of the internal and external environment of the enterprise, investigate the human resource strategy, then analyze the supply, demand and stock of human resources, formulate the plan of human resource planning, and finally evaluate and control the plan [1]. In view of the reality of liquor manufacturing enterprises in China, we believe that the process of human resource planning of liquor manufacturing enterprises can be adjusted as follows. First of all, when sorting out the strategies, we should not only pay attention to the human resources strategy, but also pay attention to the strategies at other levels of the enterprise, especially analyze the matching between the human resources strategy and other strategies of the enterprise. Secondly, it is necessary to analyze not only the supply, demand and stock of human resources, but also the overall status quo of human resource management. Thirdly, in the consistency analysis of planning and strategy, combined with other analysis, the overall planning and business strategy planning are given, and the annual human resources planning and short-term planning are further given (as shown in figure 1). In this process, we should focus on two major aspects, one is strategic choice and consistency analysis, and the other is overall planning and business planning. The strategic consistency analysis based on strategic choice mainly includes two levels, namely, the consistency between the human resource strategy of liquor manufacturing enterprises and other strategies, and the consistency between human resource planning and strategy. This consistency analysis is the premise of the effectiveness of human resource planning, and it is a kind of prior evaluation and control. As far as master planning and business planning are concerned, they pay attention to the key links of human resource management, make them clear and detailed and become executable rules, and ensure the feasibility and effectiveness of short-term human resource planning of enterprises. Therefore, although the change cycle of some external environmental factors is shortened, enterprises should also pay attention to formulating annual human resources planning and short-term planning, but overall planning and business planning are still the focus. Three. Consistency analysis of human resource planning and strategy of liquor manufacturing enterprises (I) Strategic choice of liquor manufacturing enterprises If we carefully analyze the strategic choice of domestic liquor manufacturing enterprises at present, it is not difficult to find the fact that the overall strategy and business strategy of most enterprises are similar, and the difference is mainly at the level of functional strategy. The overall strategy of most enterprises tends to be growth strategy. In fact, "growth" is the only choice for small and medium-sized enterprises in liquor manufacturing enterprises to grow bigger. For some large enterprises, "growth" is also an important choice if they want to share a share in the international market. In terms of management (competition) strategy, it is basically to adopt different management (competition) strategies for several different businesses. For low-end liquor series, the cost leading strategy is mainly adopted; For mid-range wine, it is mainly to make a fuss about its own brand and adopt a differentiated strategy; For high-end wine series, we mainly pursue the unique advantages of market segments and adopt centralized strategy. At the level of capability strategy, different enterprises present different characteristics. Taking JSY Liquor Co., Ltd. as an example, the sales strategy is mainly "brand building and cultural marketing"; The manufacturing strategy is mainly "winning by quality and innovating by science and technology"; The strategy of human resources is "people-oriented, talents strengthen enterprises". The role of human resource strategy is mainly concentrated in two aspects: first, human resource strategy will help enterprises develop and cultivate core resources. This core resource is the result of the interaction between human resource practice and human resource itself, which will contribute to the sustainable competitive advantage of enterprises [2]. Secondly, human resource strategy will support other strategies of enterprises, help enterprises to create a healthy competitive environment, gain a strong competitive position in the market and improve their core competitiveness. (II) Consistency analysis of human resource planning and enterprise strategy Human resource planning is an important link in the implementation of human resource strategy. The consistency analysis of enterprise human resource planning and enterprise strategy can be carried out from three levels, namely, the consistency of planning and overall strategy, and the consistency of business (competition) strategy and functional strategy (including manufacturing strategy and marketing strategy, etc.). ). 1. Consistency analysis of human resource planning and overall strategy The consistency of human resource strategy and overall strategy stipulates the consistency of human resource planning and overall strategy. The human resource strategy of liquor manufacturing enterprises should be innovative. Innovative human resource strategy is not only consistent with the overall strategy of the enterprise, such as growth strategy, but also can lay a good foundation and lead the enterprise strategy in some aspects. The strategy also emphasizes the innovation of corporate culture; Emphasize employee self-management, and think that diversity is the source of organizational creativity; Emphasize equality and cooperation, and think that the work team is the outstanding feature of the organization; Respect the suggestions and participation of managers in various departments, and think that psychological contract is the driving force for organizations to motivate employees; Emphasis is placed on managers' advanced cognition of the environment, and change is the specific law of the organization. Under this framework, human resource planning in line with growth strategy should be emphasized: if possible, proactive recruitment and employment, high wages, expanded training and development, and stock options should be considered. 2. Consistency analysis of human resource planning and enterprise (competition) strategy Human resource planning should reflect a strategic model of investment. It has a great influence on the management (competition) strategy of enterprises. Because the main management (competition) strategy of liquor manufacturing enterprises is differentiation strategy. Therefore, in the formulation and implementation of human resource planning, we should attach importance to talent reserve and human capital investment, establish a long-term working relationship between enterprises and employees, and give play to the role of managers and technicians. We should pay attention to the training, development and salary management of employees, treat employees as investment targets, and make employees feel that they have a high sense of job security. The talent pool thus formed can reserve all kinds of professional and technical talents and improve the business competitiveness of enterprises. 3. Consistency analysis of human resource planning, manufacturing strategy and marketing strategy At present, the manufacturing strategies of liquor manufacturing enterprises are varied, including low cost, high quality, flexibility and innovation. Different manufacturing strategies need the support of different human resources planning [3]. For example, the human resource planning required by the low-cost strategy should reflect: job design and career design encourage specialization and efficiency; Performance evaluation focuses on short-term effects; The salary scheme mainly considers the market level; Training and development are limited to a low level. The human resource planning required by quality strategy should reflect: employees often participate in decision-making; Performance evaluation pays attention to short-term effect and adopts mixed evaluation criteria of individual and team; There is a continuous staff training plan. Human resource planning required by flexible strategy should be reflected: performance appraisal should focus on long-term effects and reflect the team's achievements as much as possible; The design of salary system emphasizes internal equality on the premise of marketization; Professional design that emphasizes extensive skill development. In addition, in order to support marketing strategies, human resource planning should provide human resource management support according to different marketing strategies. This aspect is mainly the formulation and implementation of performance appraisal planning and career development planning, with the aim of improving the enthusiasm and initiative of marketers under different marketing strategies. Four. The focus of the overall planning and business planning of liquor manufacturing enterprises (I) The focus of the overall planning As far as the overall goal of the overall planning is concerned, different enterprises can have different goals at different times [4]. For large-scale liquor manufacturing enterprises, due to the lack of experience in international trade, transnational investment and management, facing the intervention of transnational capital and international competition, the overall goal of human resource management should emphasize the optimal allocation of human resources to ensure the strategic flexibility and competitive advantage of enterprises from the quantity and structure of human resources. For some small and medium-sized enterprises, due to their imperfect human resource management system, they should pay attention to the construction and improvement of basic human resource management system, optimize human resource management strategies, increase human resource investment, improve employee loyalty and support the realization of corporate strategic goals. The overall strategy in the overall planning provides a principled guarantee for the realization of the overall goal. Liquor-making enterprises can pay attention to the following aspects: (1) Establish a correct concept of human resource management; Set up the department structure reasonably and standardize the management process; Establish and improve human resource management systems and policies; Adopt flexible and diverse human resource management methods and means; Improve the quality and ability of managers themselves; Strengthen the informatization of human resource management. The sales volume of liquor production enterprises' products outside the place of origin is characterized by great fluctuation. This environmental change has greatly affected the implementation of human resources planning. Therefore, the implementation forecast should be made in the overall planning. It is necessary to clarify the key issues that affect the implementation effect and make future assumptions. This train of thought is a possible train of thought after comprehensive changes. It is not necessarily accurate, but it must be roughly grasped. After analyzing the gap between ideal and reality, we try to find possible reasons and solutions to promote the realization of short-term and long-term goals. (2) Business planning focuses on the actual planning of liquor manufacturing enterprises, and it is often found that there is not enough coordination among configuration planning, demand planning and recruitment planning. However, the coordination between these plans is the key to whether the plans are rigorous and meticulous. Among them, configuration planning is the foundation. On the basis of optimizing organizational structure and improving post analysis, allocation planning should strengthen the correspondence between people and posts, adhere to advantage orientation and group compatibility. Demand planning should pay attention to the combination of internal selection and external recruitment. Recruitment planning needs to combine configuration planning and demand planning, and adopt different recruitment strategies for general production personnel, technology research and development personnel, sales personnel and management personnel. At present, there are many problems in the assessment of liquor production enterprises. Mainly include: the role of performance appraisal is not fully reflected; The performance appraisal of the competent department is not uniform; The performance appraisal standard is not clear enough, the index system is not scientific enough and the content is not complete enough. Therefore, the focus of evaluation planning is to make evaluation planning targeted. In order to give full play to the role of assessment, we must formulate objective, clear and scientific assessment standards, attach importance to performance assessment feedback, and establish a performance interview system. The final result of performance appraisal should be managed under centralized management. The training of liquor manufacturing enterprises often lacks long-term and systematic work. In terms of training investment, it is often more training if you have money, and less training if you have no money. The training system of many enterprises is not perfect enough, and the degree of attention to external training is not enough. Therefore, the focus of training planning is system construction. It is necessary to clarify the responsibilities of straight-line departments and functional departments in training and establish a responsibility system. Combine the training content with enterprise strategy and employee career planning. Establish a multi-level and personalized enterprise employee training system. Some liquor manufacturing enterprises have developed rapidly, paying attention to talent introduction and ignoring promotion plans. Doing a good job in promotion planning involves the employment of enterprises, as well as the job satisfaction and organizational commitment of employees. Promotion planning is the unity of employing and retaining people. To this end, the promotion planning focuses on: providing a variety of career promotion channels; Evaluate the ability of employees and determine the potential for promotion; Fully consider employees' own career vision; For the promotion of different personnel, flexible use of appointment system, open competition system, regular exchange system and other promotion methods. V. Problems that should be paid attention to in the implementation of human resource planning in liquor-making enterprises (1) The participation of top managers in the implementation of human resource planning in liquor-making enterprises is a management change to some extent. As the main promoter and organizer of change, human resources workers are natural participants. However, the active participation of senior managers is an important guarantee for the successful implementation of the plan. First of all, it gives people the support of faith. Some specific problems in the implementation of the plan, such as the redesign of salary and the change of promotion channels, make people need to see the determination of senior managers more. Secondly, it can make enterprise strategy and human resource management more closely linked. The participation of senior managers will help him to think about strategy, and he will more clearly feel the support that human resource management can provide in enterprise strategic planning and implementation. At the same time, it can also make it easier for human resources workers and ordinary employees to understand the supporting role of planning implementation in enterprise strategy. Third, make human resource planning adapt to corporate culture. The core values expressed by top managers in the process of participation will be constantly understood and instilled. This not only contributes to the implementation of the plan, but also contributes to the shaping of corporate culture. (II) Basic Work The successful implementation of human resources planning in liquor manufacturing enterprises needs the support of some basic work [5]. In this regard, it is worth mentioning the dynamic adjustment of organizational structure and the standardized management of job descriptions. In practice, although some enterprises also consider the adjustment of organizational structure in the long-term human resources planning, the forecast in the planning is still far from reality in implementation. Because organizational structure often rigidly restricts the implementation of planning, the dynamic and harmonious adjustment of organizational structure will support the successful implementation of human resource planning. From the current reality, except for a few large enterprises, it is suitable for small and medium-sized liquor manufacturing enterprises to adopt regional functional (regional sales, other functional) or functional organizational structure design. At present, the management of job descriptions in most small and medium-sized liquor manufacturing enterprises and a few large enterprises is very rough, even in a state of lack of reality. We don't deny some advantages of loose job descriptions, but it should be noted that those enterprises that are suitable for adopting loose job descriptions are often those that have had strict job descriptions (which have crossed this stage). This is not available in many domestic liquor manufacturing enterprises. Therefore, it is suggested that enterprises strengthen the management of job descriptions, which will help enterprises to effectively implement human resources planning, especially recruitment, promotion and assessment. (III) Dynamic Consistency The effectiveness of human resource management lies in meeting the internal and external consistency of human resource management [6]. If the focus of planning is to pay attention to whether the overall planning and business planning of human resources are consistent with the external environment of human resources management such as strategy, corporate culture, labor market and policies, then, when planning and implementing, we must strive for dynamic consistency between programs. Some plans should be implemented one step ahead of schedule, such as evaluation planning; The implementation of some plans is closely related to each other, such as recruitment plan and promotion plan. The dynamic consistency of the implementation of various plans requires not only the macro grasp of human resources departments, but also the close cooperation of supervisors at all levels. Reference: [1] Zhao Shuming. Human resource strategy and planning [M]. 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