Detailed explanation of basic knowledge of six modules of human resource management

Detailed explanation of basic knowledge of six modules of human resource management

The six modules of human resource management are a summary of the contents covered by enterprise human resource management through module division. According to the different development stages of enterprise human resource management, it can be divided into:

Low stage:

Personnel Administration Department 1-2 Commissioner, mainly responsible for household registration, archives, insurance and a small number of recruitment.

Primary stage:

The organizational structure of each business module has been gradually established, and the company generally has 100-200 employees. At this time, the daily work of the human resources department has been taken care of by special personnel, such as recruitment and salary accounting.

Intermediate stage:

The human resources department has more perfect functions, including recruitment, assessment, salary management, personnel service and staff training.

Advanced stage:

Set up the director of human resources and the manager of human resources department, and set up the personnel supervisor, personnel Commissioner and personnel assistant. Responsible for recruitment, assessment, qualification management, salary management, training and corporate culture construction. To fully support the business operation of the enterprise.

Human resource cost

Valuable resources and manpower are priceless.

original price

A direct costs of acquiring human resources: personnel recruitment, personnel selection and allocation, employment and placement.

B Direct costs of human resources development: induction training, career management, training and education.

C. Indirect costs of human resources development: production loss during training, time investment of career development counselors, and time investment of teachers in the organization.

A direct costs of acquiring human resources: personnel recruitment, personnel selection and allocation, employment and placement.

B. Direct cost of human resource drain: drain compensation fee and drain management fee.

C. Indirect cost of human resource flow: loss of vacant positions and loss caused by new recruits not being as good as former employees; Job performance loss of those who left before leaving their jobs.

replacement cost

Module 1: Human resource planning strategizing, winning thousands of miles.

definition

Based on the strategic planning and development goals, the enterprise predicts the demand for human resources in the future development and the activity process of providing human resources to meet this demand according to the changes of its internal and external environment.

procedure

1. Collect relevant information. 2. Forecast the demand for human resources. 3. Forecast the supply of human resources. 4. Determine the net human resource requirements. 5. Prepare the human resources plan. 6. Implement the human resources plan. 7. Evaluate the human resources plan. 8. Feedback and revision of human resources plan.

Module 2: personnel recruitment and staffing: after the saddle, you are eager for talents.

Causes of recruitment demand information

1. Organize natural attrition of human resources, such as employees leaving or transferring to other departments, employees retiring normally, taking short-term vacations, etc. , there will be job vacancies and there will be recruitment needs.

2. The change of organizational business volume makes the existing personnel unable to meet the needs.

3. The existing allocation of human resources is unreasonable.

Main steps of selecting recruitment channels

1, analyze the company recruitment demand;

2. Analyze the characteristics of recruiters;

3. Determine the appropriate recruitment sources;

4. Choose a suitable recruitment method.

Basic procedures of personnel recruitment

1, preparation stage. Including: recruitment demand analysis, clear recruitment characteristics and requirements, making recruitment plans and recruitment strategies.

2. Implementation stage. The implementation of recruitment is the core and the most critical part of the whole recruitment activity, which has gone through three steps: recruitment, screening and employment.

3. Evaluation stage. Finding problems in time, analyzing reasons and finding solutions will help to adjust relevant plans in time and provide reference for the next recruitment.

Module 3: Reward advantages and encourage enthusiasm in performance evaluation.

fundamental principle

1, structure functional principle

The functional structure of the performance evaluation index system is a system. The evaluation index system includes? De? 、? what's up 、? Diligence? 、? Performance? 、? Key events? These five subsystems are the organic combination of quality structure, ability structure, attitude structure and performance structure. Each evaluation factor index in these subsystems reflects different functions of different employee performance.

2. measure? Evaluation principle

Employee performance appraisal is an organic whole, with measurement as its foundation and evaluation as its key link. In order to make the measurement more fair and objective, establish standardized documents, and at the same time? De? And then what? Diligence? The index definition of the evaluation subsystem is also more accurate. Ensure that the evaluation of employee performance is more scientific and reasonable.

3. Qualitative? Quantitative principle

Employee performance appraisal method is a method that combines the advantages of measurement and evaluation to measure and identify the quality (morality), ability (talent), attitude (diligence) and performance (achievement) of all employees. This is a combination of qualitative and quantitative methods.

4. static electricity? Dynamic principle

Static evaluation refers to the relatively stable state of each element of employee performance evaluation at a certain stage. Dynamic evaluation refers to the changing state of employee performance in a certain time, space and scenario sequence.

Method tool

1, key performance indicator (KPI) evaluation

KPI assessment is a model of performance assessment, which extracts several key index systems that best represent performance on the basis of analyzing the characteristics of work performance. KPI must be a key indicator to measure the implementation effect of enterprise strategy, and its purpose is to establish a mechanism to transform enterprise strategy into internal processes and activities, so as to continuously enhance the core competitiveness of enterprises and continuously achieve high efficiency.

2. Management by objectives

MBO originated from American management scientist Peter? Drucker put forward the idea of "management by objectives and self-control" for the first time in the book "Management Practice" published by 1954, and thought that "the purpose and task of an enterprise must be transformed into goals. If an enterprise does not have an overall goal and sub-goals consistent with the overall goal to guide the production and business activities of employees, then the bigger the enterprise, the more people there are, and the greater the possibility of internal friction and waste. " To sum up, management by objectives is a management system that allows managers and employees of enterprises to personally participate in the formulation of work objectives, implement "self-control" in their work, and strive to complete work objectives.

3. Balanced scorecard.

Balanced scorecard measures performance from four aspects: finance, customers, internal business processes, learning and growth. On the one hand, balanced scorecard method evaluates the output of enterprises, on the other hand, he evaluates the potential of future growth of enterprises (next forecast); Then, from the customer's point of view, from the internal business point of view, the operating parameters of the enterprise are evaluated, and the long-term strategy of the company is fully linked with the short-term action of the company, and the long-term goal is transformed into a set of systematic performance evaluation indicators.

4, 360 degree feedback (360? Feedback)

360-degree feedback, also known as all-angle feedback, is the evaluation of the assessed by his superiors, peers, subordinates and service customers. Through comments, we can understand the opinions of all parties and his advantages and disadvantages, so as to improve ourselves.

5, supervisors' debriefing evaluation

Job evaluation is an assessment method in which post personnel make job reports and reflect their work completion, knowledge and skills in the reports. Mainly for the assessment of middle and senior management positions in enterprises. The debriefing report can be made on the basis of summarizing the work of enterprises and departments, but the key point is to report the performance of post responsibilities, that is, the personal behavior of management positions in managing enterprises and departments to complete various tasks, and the role played by the positions.

Module 4: Training and development, always charging and developing potential.

Principles of training and development

1, strategic principle

2. Goal principle

3, the principle of differentiation

4. Incentive principle

5. The principle of pragmatism.

6. Benefit principle

Basic process of training development

1, training needs assessment

Training demand analysis refers to an activity or process in which training departments, supervisors and staff use various methods and technologies to systematically identify and analyze the objectives, knowledge and skills of various organizations and their members before planning and designing each training activity, so as to determine whether training and training content are needed. Training demand information is collected by questionnaire, personal interview, group interview, key team analysis, observation and task investigation.

2. Training planning

Training planning refers to the strategic planning of training within the enterprise organization. Enterprise training planning must be closely combined with the enterprise's production and operation strategy, proceed from the enterprise's human resource planning and development strategy, meet the enterprise's resource conditions and the quality foundation of employees, consider the advance of talent training and the uncertainty of training effect, determine the training objectives of employees, and select training contents and training methods.

3, the implementation of training

After making the training plan, the next work is the implementation of the plan. To do this work well, we need to pay attention to the following points: 1, attention of leaders. 2. Let employees agree with the training. 3. Organize delivery training. 4. Strong support of training funds. 5. Formulate reward and punishment measures. In this regard, researchers at home and abroad pay more attention to what kind of training methods are adopted, and think that diversified training methods will achieve better results than traditional lecture training.

4. Training effect evaluation

The last link is the training effect evaluation, which studies whether the training program achieves the training goal, evaluates whether the training program is valuable, and judges whether the training work brings all benefits (economic benefits and social benefits) to the enterprise, and whether the training focus is consistent with the training needs. Scientific training evaluation is very important for analyzing the training needs of enterprises, understanding the effect of training investment and clarifying the contribution of training to enterprises. At present, the most widely used training effect evaluation method is kirkpatrick's training effect evaluation system. Cost-benefit analysis is also one of the most respected methods, which can quantify the effect of training and let enterprises intuitively feel the role of training.

Module 5: Salary and welfare management and welfare guarantee of vital interests

Salary management principle

1, compensatory principle

It is required to compensate employees for the expenses of food, clothing, housing and transportation necessary to restore their work energy, and to compensate employees for the expenses paid in advance to obtain work ability and physical development.

2, the principle of fairness

It is required that employees' performance, ability, labor intensity, responsibility and other factors should be fully considered in salary distribution, and the requirements of external competitiveness and internal consistency should be considered to realize internal fairness, external fairness and personal fairness of salary.

3, the principle of transparency

Salary plan is open.

4. Incentive principle

Salary requirements are linked to employees' contributions.

5. Competition principle

Asking for salary is conducive to attracting and retaining talents.

6, the principle of economy

Need to compare input and output benefits.

7, the principle of legality

It is required that the salary system does not violate national laws and regulations.

8. The principle of convenience

It requires simple content structure, simple calculation method and simple management program.

Content of salary management

1, target management of salary, that is, how salary should support the strategy of the enterprise and how to meet the needs of employees;

2. Hierarchical management of salary, that is, salary should meet the requirements of internal consistency and external competitiveness, and be dynamically adjusted according to employee performance, ability characteristics and behavior attitude, including determining the salary level of management team, technical team and marketing team, subsidiaries and expatriates of multinational companies, scarce talents and competitors;

3. The systematic management of salary includes not only the management of basic salary, performance salary and option stock, but also the management of how to provide employees with personal growth, job accomplishment, good career expectations and employability;

4. The structure management of salary, that is, correctly dividing the reasonable salary scale and salary scale, correctly determining the reasonable grade difference and equal difference, including how to adapt to the needs of flat organizational structure and large-scale job rotation of employees, and reasonably determining the salary broadband;

5. Salary system management, that is, to what extent the salary decision should be open and transparent to all employees, who is responsible for the design and management of the salary system, and how to establish and design the budget, audit and control system of salary management.

Composition form of wages

1, basic salary

It is the basic cash salary paid by the employer for the completed work. It embodies the value of work or skills, but often ignores the individual differences between employees.

2. Performance pay

It is the recognition of past work behavior and achievements. As a supplement to basic salary, performance pay is often adjusted with the change of employees' performance.

3. Incentive salary

Incentive pay is also directly linked to performance. Sometimes people will regard incentive wages as variable wages, including short-term incentive wages and long-term incentive wages. Short-term incentive pay usually adopts very special performance standards. Long-term incentive compensation focuses on the achievements of employees' years of hard work.

4. Benefits and services

Including vacation (holiday), service (medical consultation, financial planning, staff canteen) and security (medical insurance, life insurance, pension), welfare is increasingly becoming an important form of salary.

Module 6: labor relations: a paper promise, a million responsibilities.

basic content

1. The relationship between workers and employers in work events, rest time, labor remuneration, labor safety, labor hygiene, labor discipline, rewards and punishments, labor protection, vocational training, etc.

2. In addition, the inseparable relationship with labor relations also includes the relationship between labor administrative departments, employers and workers in employment, labor disputes and social insurance.

3, the relationship between the trade union and the employer, the workers represent and safeguard the legitimate rights and interests of the workers because of the duties and powers of the trade union, and so on.

Correctly handling enterprise labor relations should follow the following principles:

1, the principle of giving consideration to the interests of all parties.

2. The principle that negotiation is the main solution.

3. Take the law as the criterion.

4. Prevention of labor disputes.

Enterprises can improve internal labor relations through the following ways:

1, legislation.

2. Give play to the role of trade unions and party organizations.

3. Training supervisors.

4. Improve the quality of work and life of employees.

5. Employees participate in democratic management.

Basic classification

1, according to the realization of the labor process, labor relations are divided into two categories:

1) The labor relationship in the process of labor is directly realized, that is, after the employer establishes the labor relationship with the laborer, the employer directly organizes the laborer to carry out productive labor. At present, this kind of labor relationship accounts for the vast majority.

2) indirectly realize the labor relationship in the labor process, that is, after the labor relationship is established, the workers serve other units through labor export or secondment. This kind of labor relationship is a minority at present, but it will increase year by year in the future.

2, according to the specific form of labor relations, can be divided into conventional forms:

1) is a normal labor relationship.

2) Leave without pay.

3) The form of long vacation.

4) Waiting for jobs and laid-off forms.

5) Early retirement, enlistment, etc.

3, according to the nature of the employer, can be divided into:

1) Labor relations in state-owned enterprises.

2) Labor relations in collective enterprises.

3) Labor relations of foreign-funded enterprises.

4) private enterprise labor relations and so on.

4, according to the standard degree of labor relations, can be divided into:

1) standardize labor relations, that is, labor relations established by concluding labor contracts according to law.

2) Factual labor relations refer to the fact that workers actually become members of enterprises and individual economic organizations without labor contracts and provide paid labor for them.

3) Illegal labor relations, such as: employing child laborers and people without legal certificates; Employers without legal documents and photos recruit workers, etc. Wait a minute.

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