Personnel management is the first stage of the development of human resource management. What does specific personnel management mean? I brought it for you? Personnel management? Related knowledge, this may be what you need.

personnel management

Personnel management is the first stage of the development of human resource management (sometimes called "human resource management" in a broad sense), and it is the general name of a series of management work related to personnel planning, organization, command, coordination, information and control. Through scientific methods, correct employment principles and reasonable management system, the relationship between people, people and things, people and organizations can be adjusted, so that employees' physical strength, brain power and intelligence can be used most appropriately and their legitimate interests can be protected.

The word Personnelmanagement comes from English personnel management, which means "personnel management". Japan translated it into personnel management, and then it was widely adopted. As a science, personnel management originated in America. The practice of personnel management is as long as the history of human society. Tribal management in primitive society, military organization and production organization in slave society all belong to personnel management in a sense. However, in the long historical period of human society, personnel management has not formed a scientific management theory.

By the beginning of the 20th century, some managers, scientists and engineers employed by enterprises, factories and government departments, starting from improving economic benefits and work efficiency, summed up and applied historical personnel management experience to solve labor and labor management problems, thus making personnel management rise to the stage of scientific management. At that time, personnel management refers to the selection and appointment of employees by private enterprises. It was first called labor management, then called employment management, then called labor relations, and then called personnel management after the 1920s.

Eight Provisions on Personnel Management in JD.COM

First, the ability value system. This is the first principle. People's values are always the first, and their abilities are only considered when their values are matched. Bad values, the stronger the ability, the faster the hand, and the sledgehammer will rust. What is rust? Is a person with strong ability and values that are seriously inconsistent with our organization. I often give an example. Hitler is such a rust, and his ability is very strong. Unfortunately, he did not have universal values, did not put peace, kindness and fear of life in the most important position, and overemphasized narrow national and personal desires, which led to global disasters.

We divide all employees into five categories through the quantitative measurement standards of ability, performance and value system: gold, steel, iron, scrap iron and rust. People with good values and good performance ability are gold; Most employees have good ability, good performance and good values, belonging to steel; The values are good, but the ability is slightly poor, which is iron; What doesn't work with ability and values is scrap iron; Strong ability, but not enough values. This is rust, and we must resolutely remove it.

Second, the ABC principle. JD.COM is a two-level management mechanism. C's recruitment, promotion, salary increase, dismissal, dismissal and praise must be decided by A and B, that is, C's superiors and superiors. At the same time, in order to ensure the continuity of the personnel system of the whole company, to ensure a common personnel language and personnel management concept, there are human resources next to it. The role of human resources is to check and verify. As long as the requirements of A and B are met, human resources have no right to speak? No? Yes However, if HR finds that the recruitment of C does not conform to the company's various personnel systems at all, such as recruiting a deputy director, and finally providing the salary of the vice president, it is inconsistent with the company's personnel system. He might say? No? . The human resources department is responsible for checking whether the whole process conforms to the company's regulations. Ensure that the personnel rights of the whole company are implemented in accordance with the personnel system of the whole company. He's like. Defender of the law? JD.COM's personnel system can be maintained normally. The core of ABC principle is to avoid managers having the final say and dominating the day.

Third,? 8 150? Principle, what is it? 8? That is, the company requires each manager to report directly to at least 8 subordinates. If there are fewer than eight subordinates, the number of middle managers will decrease. Only when the number of subordinates reporting directly to one person exceeds 15 can the company add another manager at the same management level. This phenomenon exists in many companies. One vice president is in charge of two directors, one is in charge of two managers, each manager is in charge of two supervisors, and one supervisor is in charge of two employees. At such a management level, from vice president to ordinary employees, 2 ~ 3 floors can be cut off in the middle. Theoretically, it is better for a vice president to directly manage 15 people, and all directors and managers can be laid off. ? 8 150? The core of the principle is to ensure the flattening of the organization. 8 150? Principles can ensure that there are only five layers of managers between me and my employees. What if it's not? 8 150? In principle, according to the huge number of employees in JD.COM today, we may become 10 layer management, 1 1 layer management. The more levels, the more time is wasted on management efficiency and information transmission. Theoretically, a company with no more than 3 million employees can have only 6 managers, which is enough.

? 50? , refers to the grass-roots employees of the same type of work, requiring no less than 50 managers, and only more than 50 people can consider setting up a second team leader. Like packers, one of us? Asia one? For this project, if there are no more than 50 packers in one shift, only one packing supervisor is allowed. If 50 packers form five teams and get five captains, it will be a disaster. So? 50? Managing grass-roots employees is the business of grass-roots managers. If it's not shift work, for example, this warehouse is relatively small, and there are 20 packers in two shifts, so there is no way, and two team leaders may be needed. But in the same shift, a team leader has the ability to manage 50 people. Of course, this team leader is a full-time manager.

Fourth,? The principle of procrastination? . When any colleague comes, most people hope that he can bring his colleagues from the original unit, which is normal. Many subordinates have been following you for many years, and everyone has passed the running-in period. The cost of communication and exchange with each other is very low, and the work starts quickly, so many managers are eager to bring the original whole department with them. In reality, it has also happened in many companies. It is often found that a new department of a company has hired a boss, and this boss has brought all the subordinates under the original unit, which has caused the business of the original company to be paralyzed for a long time, even until now. If he is not allowed to bring people, he will start to recruit a lot of people, which may take several months, then start training, then find customers and so on. Newcomers are not familiar with anything, and it may take half a year before their business can improve. JD.COM doesn't allow managers to bring many people. We would rather slow down. You can take at most two people and report directly to you. The system we made three years ago was specially approved only once in the last three years, that is, when Zhang Chen came over, because Yahoo Beijing closed its research and development, and there were a large number of excellent engineers in the market. So only this time, it was approved by the group and set many restrictions for him. For example, you can't report directly to him, but you have to go to various systems such as shopping malls, finance or home, instead of reporting directly to Zhang Chen in the group. This is a management regulation to prevent the formation of factions. Think about it, if you are a new employee, you will find that more than half of the employees in this department are old subordinates of the department head within three days, and half of the employees in other companies have followed him for five or ten years. Do you think you still have hope?

You really don't have any hopes and opportunities in this department. This is human nature. Everyone talks about feelings. When a supervisor promotes a person, he will definitely think of his former subordinates when he has new business or good opportunities. He brought people. Why should people go with him? He wants to give benefits to his subordinates. The subordinate did a good job in the original company, and as a result, the supervisor left and went to another company to let the subordinate go with him. Why do subordinates want to go with him? He must give extra benefits before his subordinates will follow him. Then the supervisor must promise that after the subordinates come, any opportunities for promotion and salary increase will be given priority to him. So once such gangs or factions appear in a department, the company will be very bad and several factions will easily struggle. Therefore, JD.COM stipulates that one person cannot take more than two people.

Fifth, the principle of backup. According to the company's regulations, every manager with a director or deputy director or above must appoint a backup successor when he holds the same position for two years. This successor is recognized by the company. Only after the approval of the boss and human resources, this successor can be regarded as a qualified backup. If you have worked in the same position and department for two years and haven't found a backup approved by the company, the company will dismiss you on the spot. Please leave. There is no room for discussion. It's not a pay cut or a punishment. The punishment is dismissal on the spot. Some people say that this system is too cruel. With backup, the company can kill me at will. In fact, this is a basic limitation. If the company wants to develop its business, how can it kill you casually when your performance is good? But if there is no backup, it is not safe for the company. What backup needs is the responsibility to the whole shareholders, the whole system and the whole organization, including the subordinates of this department. Everyone should always look at which department head leaves. The performance of this department will not come for six months to one year, and there will be no good successors. It will be very painful to find a particularly good leader for half a year before rectification. In order to ensure the safety of the whole JD.COM system and the whole JD.COM organization, the whole company can survive continuously, and the company has the ability to compete with others in the market and enhance our core competitiveness, the backup principle is a mandatory principle.

Sixth,? 24-hour rule . Any manager who receives a call, email, SMS or WeChat from his subordinates must give a reply within 24 hours. Some people say, what should I do if I go abroad? The longest flight time in the world is from Sydney to a city in the western United States, 17 hours, so you still have seven hours. Seven hours is enough for you to judge one thing, so you must give a clear answer. The company hates it when the manager says? Can I think about it? I forgot for a month. Of course, you can also say that you can't make a decision now and need subordinate data. This will do. In short, you should have a clear order, you can't help but reply, or you can't reply vaguely, for example? Is it up to you? Something like that You can put it another way, that is? I authorize you to decide? That's enough. It's also a reply. Everything happened in the company for more than ten years. For example, if something happened, I went to A, and A said that I told B at that time and let him decide. So, his implication is that it has nothing to do with me. But don't forget, the company still has ABC principles. Both A and B are responsible for C, and this responsibility will never escape. Therefore, the eight principles of the company are interlocking, not independent of each other.

Seventh,? No? (no) principle. Can't say in two cases? No? . The first is that there are no facts or data to prove that other people's needs are incorrect. You can't say that? No? . For example, in recent years, people complain most about the difficulty of cross-departmental coordination. You must do something with the Legal Department, the Finance Department and the Human Resources Department. Leather shoes are worn out, endlessly. It's not, it's against the rules, it's against the rules, can I tell you a lot? No? . Why do managers always say? No? Because? No? Actually, this is the easiest way. Just say one word. No? You don't have to do anything else. Say it? what's up (Yes), it may take several months. So from the perspective of human nature, why is it so difficult to cooperate across departments? This principle is mandatory. After this principle is established, the company will make a grid-like system, requiring each manager to list other departments that need to cooperate with this position, regardless of 10 or 20. For example, I am the vice president of storage in JD.COM Mall, and my related departments include human resources, administration, legal affairs, express delivery, distribution, purchasing and marketing, and government affairs. After the list is completed, the company will set up a system so that all departments related to each position and manager are available. After that, managers can evaluate and score people in other departments. If that person is not good, you can give him a grade. You don't have to score the person you approve, and the company doesn't care if he scores 70, 80 or 90. The key is who do you ask 10 times a year, and he says it almost nine times? No? .

According to this system, can we talk about it later? No? You said it was a high risk? No? Yes, you can show me the facts with data and tell me if what I asked you is wrong. Can you tell me? No? As long as it's not, I'm sorry, you have to do it If you don't do it, I'll let these people grade you at the end of the year. This kind of often said? No? In fact, all managers are lazy, and they are not qualified to be the managers of JD.COM Group. These people should be cleared.

The second situation can't be said? No? Yes, they are all conducive to the improvement of user experience. No one can say? No? As long as there is a department that wants these departments to cooperate with themselves to do this thing, the user experience will be improved after this thing is completed. As long as it is about the user experience, no one or any department can say it? No? Who said that? No? Violation of the company's personnel management system.

Eighth,? Seven ups and eight downs principle? . What do you mean, seven ups and eight downs? That is, when insiders including Guan Peisheng think you are 70% sure, they will leave this opportunity for everyone to manage this department. In the past, when we needed to increase managers, many managers naturally wanted to recruit, in order to ensure more opportunities for internal employees. The company has a rule that only internal employees can do it when it is medium-rare. If we are 70% sure, we will leave the opportunity to our internal colleagues and are not allowed to recruit from outside. At the same time, it is mandatory that 80% of managers in the future must train and promote talents internally, and only 20% are allowed to recruit from the market. It takes a lot of time and energy to train a manager. It's hard to bring a person out. You should communicate with him, explain to him how to do it, get together with him often, have dinner with him, understand his life, family difficulties and so on. It takes five years to train a person. Why do we still need 20% recruitment from the society? Because we want to ensure that the organization still has fresh blood, we can't become a closed organization. If one day it is stipulated that the managers of the whole JD.COM company must be trained internally, and none of them can be recruited from the society, we will become a closed system, and our thinking and thoughts will be solidified. After 20% people come, they will bring new ideas, new thinking, new working methods and new industry information, so follow? 28 principle? 80% internal training and 20% social recruitment, which is a better arrangement. Therefore, to promote internally, 80% of managers should be trained internally, so as to ensure that the real culture and values of this company take root.

Standardize the management of personnel files and promote the reform of three systems

According to the management requirements of the Central Organization Department, Bingzhuang Group and China Changan in recent years, in order to standardize the management of employee personnel files, improve the accuracy of employee personnel files, and maintain the authenticity and seriousness of employee personnel file management. The human resources department of the company aims at the problems existing in the company's current employee personnel files, such as no one takes the lead in management, centralized and standardized management, irregular archiving of employee archive materials, and some employees have no archive materials. Lowest cost, professional standard, convenient and efficient, legal and compliant? This paper puts forward a centralized management scheme of employee personnel files to the management of the company, and conducts field research in professional file management institutions.

On the afternoon of September 6th, Zhou Zhiwei, Director of Human Resources Department, led a group of five people to Chongqing Social Talent Archives Management Center (a public institution directly under the Bureau of Human Resources and Social Security) for investigation and investigation. Zhou Zhiwei had a full communication with Zhang Xupeng, general manager of Chongqing Social Talents Archives Management Center, and related staff on details such as standardized archives management, archives safety, archives secrecy, archives handover process, archives borrowing, data archiving, personnel agency and so on. From the communication, we know that there are strict and professional regulations on receiving files, inputting data, inquiring information and keeping data, and file management is indeed a highly professional job.

Zhang Xupeng highlighted the unique advantages of its archives center in realizing remote electronic archives inquiry by using Internet thinking, which subverted everyone's understanding of traditional archives management. We can conveniently and efficiently query each employee's original file through the network only in the office, and achieve the requirements of confidential file management through the distribution of query authority, thus truly realizing the information management of employee files.

This field trip is the key action of the company to implement centralized and standardized management of archives, and initially reached the cooperation intention of centralized custody of personnel files of the company's employees, which is conducive to speeding up centralized and standardized management of personnel files, improving the level of personnel management, and providing a solid basic management guarantee for the company's three system reforms.

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