First, the premise of human resources system construction
1. strategic link: the choice of strategic direction and goal, operation strategy and operation mode of an enterprise is the first consideration of senior leaders of the enterprise, which also ensures that doing the right thing is the premise of achieving satisfactory results in implementation, otherwise, no matter how good the execution is, there will be no outstanding performance. The author will not elaborate on these here.
2. Organizational link: The division of functions and responsibilities of departments and posts must be clear, scientific and reasonable, which meets the needs of business process operation of enterprises, so that employees can have a clear goal when implementing: what he should do, what he should not do, how to do all kinds of things, and to what extent. Let employees know fairly well and not be at a loss.
The manifestations of organizational links include the setting of organizational departments and posts, division of responsibilities, job descriptions, business flow charts, etc. However, in some enterprises, it is common that some people are not clear about their posts and main responsibilities, the post setting is unreasonable, and job vacancies and overlapping functions abound.
Second, the human resources system based on management by objectives
In the design of human resource system, we should pay attention to the integration of enterprise strategy, enterprise culture and human resource management.
The human resource system after enterprise reform is based on management by objectives, with key performance indicators (KPI) as the core content, and a standardized, market-oriented and systematic strategic human resource system is established. Through the analysis of the human resource management system of Jiahe Zhibo management consulting, it is concluded that the human resource system based on target management mainly includes:
The first strategic section closely follows the requirements of enterprise strategic planning objectives and corporate culture, and plans the human resource system, so that human resource management truly becomes the core content of enterprise development strategy and an important support and guarantee for realizing strategic objectives.
In the second section, the performance management part establishes a performance management system based on job analysis, with key performance indicators (KPI) as the core and performance management and salary management as the main contents. The means of performance management is evaluation, the core is encouragement, and the goal is improvement.
Section 3 Employee Development The common development of enterprises and employees is an important content of corporate culture, and the core content of employee development is the development and cultivation of employees' abilities. Use ways and means such as talent introduction, training and development, and career management to continuously improve the overall quality of employees. Three. The design steps of human resource system based on target management can be as follows:
First, the strategic planning of human resources
Second, conduct job analysis.
1, process reengineering analyzes the existing processes of enterprises, and the architecture is more suitable for the actual processes of business and management.
2, organizational reengineering to establish a new organization and post system, forming a perfect "job description". Consolidate the foundation of human resource management.
Thirdly, the key performance index system of the system is constructed.
First, determine the key performance indicators (KPI) at the company level;
Secondly, determine the key performance indicators (KPI) at the department level;
Finally, determine the key performance indicators (KPI) of each position.
Fourth, build a scientific and reasonable performance management system.
"Scientific" means conforming to the basic principles of human resource management, and "reasonable" means conforming to the reality of enterprise business and management, with strong operability and practicality. Performance management not only attaches importance to the results of work, but also attaches importance to the process of completing work, and combines the evaluation of results with the evaluation of behavior performance. Construct a performance management system that conforms to the characteristics of enterprise operation.
Fifth, salary reform, establish an effective performance-oriented incentive mechanism.
The most direct application of evaluation results is to cash incentives. Mainly includes: 1, salary incentive: the assessment results are linked to performance pay and bonus, and performance determines the salary level; 2. Promotion incentives: the evaluation results are the basis for job promotion, and performance evaluation is linked to personnel management; 3. Development opportunity incentive: The fulfillment of assessment results is closely combined with the training and cultivation of employees, which expands the space and form of performance incentive and enriches the incentive content.
Sixth, establish a perfect recruitment and selection system.
Seventh, establish a perfect employee training and development system.
Eighth, improve the human resource management system.
The recruitment system of combining soft and hard. How do human resources departments and business departments perform their respective duties and cooperate closely in recruitment?
In order to tell the business department what to do, the human resources department should establish a standardized system, which can help the business department improve the recruitment success rate.
First of all, the human resources department must have an accurate qualification plan for the recruitment position, including knowledge, experience and basic information. For example, the most common requirements for academic qualifications and work experience in the industry, do different project candidates have rich experience for some project-based companies? How much did you do? These requirements of qualification planning are obvious and traceable. The human resources department can obtain it through background investigation, resume reading and initial interview. In this process, the human resources department can ask the business department to provide a draft opinion on the competency requirements. In order to avoid the mismatch between the recruitment results and the position, the process and outline of structured interview should also keep smooth communication with the business department at any time.
However, this is only the most basic work. Furthermore, the human resources department should build a "competency model", which is to examine the ability and quality of the applicant: what is the personality of the applicant? How about psychological endurance? What is the potential? These problems are difficult to understand at a glance. Even if you have a preliminary impression through one or two interviews, it is difficult to avoid the mistakes brought by subjective judgment and draw an objective conclusion. Therefore, it is necessary to pass some kind of test to have objective results, which requires the human resources departments of different companies to choose some suitable testing tools to cooperate with them according to their specific requirements for recruiting employees. For example, psychological testing system, using this software system can undoubtedly replace many subjective factors.
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