Lead: The following is a paper on the optimal allocation of human resources that I sorted out and recommended to you. This paper will discuss the methods and strategies of optimizing the allocation of human resources in small and medium-sized enterprises based on the development status of petroleum enterprises. Welcome to read the reference.
As the main force of national economic development, oilfield enterprises are playing an increasingly important role in the era of rapid economic development. In the long-term development, oilfield enterprises have formed a relatively fixed and traditional production and operation mode, similar to most traditional state-owned enterprises, lacking a dynamic employment system, which leads to the emphasis on academic qualifications over ability in personnel appointment, which is not conducive to the improvement of the competitiveness of enterprises, especially small and medium-sized enterprises. Therefore, enterprises must actively carry out internal construction, enhance the sense of belonging and cohesion of the staff, and make full use of talents.
First, China's SMEs human resources allocation problems
(A) the attraction of talents is small, and the proportion of talents is too small.
Small and medium-sized enterprises are small in scale, and there is a big gap in treatment and development space compared with large enterprises, which makes them less attractive to talents. In addition, enterprises do not pay enough attention to the allocation of human resources, which often leads to a huge but very complex workforce, and the proportion of talents that enterprises really need is too small, which leads to the fact that the number of talents in enterprises can not meet the needs of enterprise development and is not conducive to the good allocation of human resources.
(B) unreasonable staffing
At present, there is a phenomenon in domestic small and medium-sized enterprises: many things are left unattended and many people have nothing to do. This is a common problem in the long-term development of small and medium-sized enterprises in China. This phenomenon is a manifestation of the problems in the talent team structure of enterprises, because unreasonable post division and staffing have caused a lot of idleness and waste of human resources. For example, there are too many senior managers and too few grass-roots personnel, which has caused the slow development of small and medium-sized enterprises.
(3) The quality of talents needs to be improved.
The backward quality of talents is a very important factor restricting the development of small and medium-sized enterprises in China. Although China pays more and more attention to education, there is still a big gap compared with developed countries. The overall quality of enterprise employees is low, and their professional quality and scientific and cultural level need to be improved. This is the fundamental factor that restricts the development of small and medium-sized enterprises in China, and it will also be a long-term problem. On the other hand, the lack of education and training for employees in small and medium-sized enterprises also leads to the inability of employees to adapt to work quickly.
(D) the lack of a strong incentive assessment system
The biggest problem that affects employees' efforts in enterprises is the lack of a perfect incentive and assessment system, which is also an important reason why some talents in enterprises are difficult to show their talents. Small and medium-sized enterprises are not frequently mobilized, and promotion opportunities are often determined by work experience. Therefore, the employees of the enterprise lack upward motivation and sense of hardship, which leads to the lack of development vitality of the enterprise. Small and medium-sized enterprises have not done enough in many aspects, such as talent flow, job change, job fluctuation, salary increase and decrease. Staying in the same post for a long time will make employees depend on their posts, which will lose their enthusiasm and motivation and produce inertia. In the long run, the whole enterprise will also lose the vitality of development, and it is difficult to make new breakthroughs and growth.
Second, the strategy of optimizing the allocation of human resources.
(A) the construction of high-quality enterprise management team
In order to realize the optimal allocation of human resources, it is very important for enterprises to have a team of managers who are good at management and attach importance to talents. Advanced management team is the basis to ensure the optimal allocation of human resources and the appointment of outstanding talents. In the appointment of enterprise cadres, we should pay attention to several key aspects: First, strengthen the correct orientation of selecting and employing people. The second is to improve the dynamic mechanism of cadre selection and appointment. The third is to select and strengthen leading bodies at all levels. The fourth is to strengthen the training and selection of outstanding young cadres. Fifth, vigorously improve the ability and quality of leading cadres. At the same time, the cadres' work in enterprises should further emancipate their minds. When promoting enterprise managers, we should not judge by a single standard, but dare to promote those talents who have their own independent thinking, advanced management knowledge and dare to innovate and reform management methods to enter the management level of enterprises. On the other hand, the assessment of business leaders should pay more attention to performance. Enterprises stress efficiency. Without the performance of cadres, the efficiency and development of enterprises can not be guaranteed.
(2) Establish a training mechanism to improve the quality of personnel.
In order to solve the problem that the low quality of talents in small and medium-sized enterprises affects the development of enterprises, small and medium-sized enterprises should set up training institutions, hire professional teachers, and offer training courses to help employees of small and medium-sized enterprises replenish their required knowledge in time, such as computer courses, management and leadership courses, etc. On the one hand, in order to prevent employees of small and medium-sized enterprises from not adapting to their jobs well after taking up their posts, pre-job training should be set up to make up for the deficiencies of new employees in legal, economic and related management knowledge and the use of science and technology to process information. At the same time, it is necessary to train employees' practical ability, strictly demand and check their academic performance, so that they can quickly improve their working ability before taking up their posts and better adapt to the requirements of market economy and modern administration for talents. On the other hand, small and medium-sized enterprises should regularly organize on-the-job employees to study, improve the quality and professional ability of the talent team, improve work efficiency, and play a multiplier role.
(C) establish and improve the incentive assessment system
Small and medium-sized enterprises in China should seriously consider the problems existing in the construction of their own talent team and formulate corresponding and reasonable performance appraisal mechanisms. Through communication, the superior leading cadres of enterprises reach an agreement on work objectives, assessment standards, etc., establish a complete performance appraisal scheme, make corresponding considerations in various aspects such as talent flow, post change, post fluctuation, salary increase and decrease, and establish and improve the enterprise incentive assessment system. Good performance appraisal is not only a test of employees' work, but also a kind of supervision, which encourages employees to be serious and responsible for their work and give full play to their true abilities. The assessment method should pay more attention to the professional level of employees and the quantification of daily work, and should not be too formal, so as to avoid the problem that the assessment mechanism only pays attention to the form, which can not truly reflect the working ability of employees and affect the rise of talents. At the same time, we can learn from foreign advanced management experience and combine the actual situation of enterprises to fully mobilize the enthusiasm of employees. Through a reasonable incentive and assessment system, the employees' sense of hardship will be improved and the enterprise will be rejuvenated.
Three. abstract
To sum up, talent is of great significance as the driving force and pillar of enterprise development. Small and medium-sized enterprises should fully realize the problems and shortcomings in their own development, try their best to optimize the allocation of human resources, attract talents, attach importance to talents, and appoint talents, so as to make enterprises invincible in the fierce market competition.
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