abstract:
Human resources are increasingly becoming the core resources for the development of modern enterprises, which requires enterprises to formulate efficient and coordinated human resources management strategies, thus forming an environment and mechanism for attracting, retaining and using talents well. At present, under the background of de-capacity in the coal industry, for large coal enterprise groups with diversified operations, on the one hand, due to the closure and withdrawal of some backward production subsidiaries, a large number of wealthy personnel have emerged. Because these people work in the same unit all the year round, their business skills are relatively simple, and most of them are older, so it is difficult to re-employment in the market. On the other hand, some new enterprises or subsidiaries in the rising period of business within the group have experienced the situation that the production and operation are affected by the shortage of personnel.
As the subsidiaries of large group enterprises are mostly enterprises with independent legal personality, if some enterprises in the group close down and lay off employees and some enterprises recruit others, it will not only waste human resources within the group, but also increase the recruitment cost of enterprises. In addition, large-scale layoffs will also cause certain legal and petition stability risks. Therefore, it is an inevitable choice to establish the internal human resources market, tap the internal potential of the enterprise and promote the rational flow of personnel within the enterprise to solve the structural contradiction of excess personnel and maximize the efficiency of human resources allocation.
Keywords: large coal enterprise groups; Internal human resources market
First, the outstanding problems encountered by large coal enterprise groups in human resource management under the current situation.
The quantity, quality and allocation mechanism of human resources are decisive factors for the survival and sustainable development of enterprises. For a long time, influenced by multiple factors such as industry and system, especially under the influence of the current national overall coal de-capacity, some large coal enterprise groups have encountered some outstanding problems in human resource management, mainly in the following aspects:
(A) the internal human resources allocation mechanism is not flexible enough, and the employees are not flowing smoothly among the members of the group. A prominent advantage of large coal enterprise groups is that they can reasonably arrange resources through the internal flow of employees, and achieve the effect of human resource allocation that small enterprises can not achieve. However, many large coal enterprise groups lack the mechanism and atmosphere for employees to flow among member enterprises. Some employees leave the group directly as soon as they leave their subsidiaries, and some subsidiaries that are in urgent need of employment recruit new employees for the society. This "one-time consumption" of talents ignores the role of employees' absorption, mobility and optimization and reorganization within enterprises, resulting in a waste of resources.
(2) In terms of employing people, there is a short-term behavior of "recruiting immediately". At present, many large coal enterprise groups adopt the employment mode of "recruiting now and using now", with little long-term investment in human resources development, and there is a widespread phenomenon of "emphasizing" the use of talents and "ignoring" development. According to the survey, in terms of education and training, more than 30% of large coal enterprise groups only allocate a little education and training fees symbolically, and the average annual income is less than 10 yuan; About 20% of large coal enterprise groups spend 10-30 yuan on education and training. Only less than 5% of large coal enterprise groups increase their investment in human resources year by year.
(3) Lack of effective incentive mechanism and methods. Scientific and effective incentive mechanism is an important prerequisite for enterprises to stimulate employees' enthusiasm and creativity, and then retain talents for a long time. Unfortunately, the incentive mechanism is one of the most important problems facing the internal management of large coal enterprise groups at present. For employees, in addition to salary and benefits, they also pay attention to job satisfaction, sense of belonging, career development prospects, growth space, interpersonal relationships and other factors. When they feel that their current position can't meet these requirements, they will seek change and jump ship.
The second is the significance of establishing the internal human resources market of large coal enterprise groups.
How to revitalize the stock of human resources in enterprises, promote the rational and orderly flow of personnel and maximize the efficiency of human resources allocation is a problem that large coal enterprise groups must seriously consider. The establishment of internal human resources market can not only solve the structural contradiction of overstaffing, but also effectively stimulate the internal human resources of enterprises, so as to achieve the purpose of efficient utilization and value-added of human resources of enterprises.
(A) the establishment of internal human resources market is conducive to the rational flow and allocation of talents, and improve the cohesion and creativity of enterprises. By establishing the human resources market within large coal enterprise groups, we can provide various "runways" and power sources for employees, keep employees in a state of constant activation, mobilize the enthusiasm of employees to actively participate in human resources development, let employees see their own development space from the perspective of talents, and connect their future with the future of enterprises, thus creating vitality and even miracles. The mobility of employees within the group can also ensure the openness among subsidiaries, weaken the barriers to entry and exit, enhance team spirit, improve cohesion and avoid brain drain.
(2) The establishment of an internal human resources market is conducive to reforming talent evaluation standards, establishing market-oriented talent values, introducing competition mechanisms, and implementing stadium selection, which is of great significance for eliminating accumulation layers, breaking the old concept of seniority, and establishing new concepts that do not emphasize age and grade, seniority and performance. The establishment of internal human resources market can maximize the channels for large coal enterprise groups to select and employ people, tap potential talents at all levels, and select talents with high quality and strong ability from the market. At the same time, it is beneficial for large coal enterprise groups to realize the diversified development of human resources and fully stimulate the potential of employees to master various skills to adapt to the competitive market environment.
(3) Establishing an internal human resources market is conducive to improving the management level of human resources management departments, realizing the market-oriented management of human resources, making the human resources management departments of large coal enterprise groups reasonably reserve the total amount of human resources, improving the level of human resources, optimizing the layout of human resources, and realizing the goal of increasing the value of human capital of enterprises by attracting, maintaining, motivating and continuously developing and training talents. At the same time, it can effectively allocate and manage internal human resources, promote the rational, scientific and standardized flow of internal employees, realize the sharing of talent information resources within the group, alleviate the uneven distribution of talent information, and finally reduce the cost of human resource management.
Three, large coal enterprise groups to carry out internal human resources market construction countermeasures and suggestions.
For large coal enterprise groups, the construction of internal human resources market is a brand-new systematic project, which can be carried out from the following aspects:
(A) the internal human resources market construction pilot, explore the operation mode that can be promoted.
In the process of building the internal human resources market, large coal enterprise groups can first select a number of subordinate subsidiaries as pilot units, actively try various ways to optimize the internal staffing, guide the positive flow of employees, and explore a market operation mode that can be promoted throughout the group. Specific measures in this regard include: rationally allocating human resources through assessment, training, job transfer, etc., promoting the rational flow between different majors, and alleviating the contradiction of "insufficient total number of employees and lack of work in various majors"; Promote the rational flow of personnel between the group and its subsidiaries through pre-job training and post competition; In view of the imbalance of personnel structure, guided by salary and reward, we will guide general-purpose post personnel to pass the exclusive post skill appraisal and flow to production posts in an orderly manner, and encourage government agencies and office managers to enrich the production line.
(2) Strengthen the system guarantee, optimize the employment mode, and realize the intensive management and efficient utilization of all kinds of employment.
System guarantee is the fundamental guarantee for large coal enterprise groups to develop internal human resources market construction. The specific methods in this regard are as follows:
First, it is necessary to formulate supporting management measures such as job competition, attachment (hanging post) exercise, labor cooperation, temporary borrowing, and talent assistance to standardize the allocation of human resources;
Second, it is necessary to establish an internal human resources market assessment mechanism to comprehensively supervise and control the internal human resources market construction and operation management of each unit;
Third, it is necessary to formulate the management measures for the training of waiting and transferring personnel, clarify the principles for employees to implement the management of waiting and training, and formulate supporting assessment and incentive measures;
Fourth, try to carry out salary incentive pilots such as "multi-functional allowance for one post" and "part-time allowance" for vacant posts, explore the establishment of differentiated income distribution system, and guide personnel to flow from overstaffed posts to vacant posts.
(3) Pay attention to employees' needs, improve employees' career development channels and deepen employees' performance management.
Give full play to the guiding role of salary incentives. In the process of human resource allocation, large coal enterprise groups should attach great importance to the needs of employees and pay attention to their personal career development. They can evaluate their own development potential and direction through a systematic evaluation system, arrange the most suitable person to the most suitable post on the basis of fully combining their personal wishes, and combine personal development goals with organizational development goals. In addition, it is necessary to improve the talent classification management system, optimize the talent echelon structure of the group, broaden the career development space of technical and skilled talents by setting up chief experts and chief technicians, encourage employees to love their jobs, and promote talents to stand out. At the same time, we should constantly improve the linkage mechanism between performance and salary, straighten out the internal income distribution relationship, tilt the salary distribution to high-end talents, key positions and front-line employees, give full play to the guiding role of the salary system, and guide employees to flow to vacant positions and production lines.
(4) Innovate and run the long-term management mechanism of employee training to improve the quality of employees in an all-round way.
As the main body of the internal human resources market, the quality and ability of employees are the key factors to determine whether the market can operate efficiently. In order to improve the quality of employees in an all-round way, large coal enterprise groups should take the dynamic post training of all employees as the starting point, constantly innovate and operate the long-term management mechanism of employee training, vigorously carry out hierarchical and classified training, strengthen post adaptability training, and further promote post training, so as to cultivate the "leaders" of talent teams and improve the ability and quality of front-line "three noes" and at the same time improve the overall human resources quality level of the group. At the same time, we will implement an integrated training system for improving production skills, take "unified cooperation, rolling promotion, pilot first and complete facilities" as the working goal, build and apply "network university", improve the quality of production skilled personnel, and provide a convenient and efficient platform for employees to learn and grow themselves.
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