What categories can enterprises be divided into?

Classification by function

Functional classification refers to the classification of all functions in an enterprise into different grades according to the nature of work, the size of power and responsibility, the degree of difficulty and the required qualifications, which serves as the basic basis for the remuneration, appointment, dismissal and assessment of employees. The biggest advantage of this classification method is that it is centered on "things", so it is adopted by most enterprises.

Staff management under functional classification is mainly based on the horizontal and vertical classification standards of functions. Employees in different horizontal categories must have different job responsibilities. The scientific horizontal division of different functions and the scientific performance evaluation of the same category of functions become the key to functional classification.

grade separation

Grade classification takes product (rank, grade) and position (position) as the basic elements of classification and evaluation, and takes the qualifications of employees as the main basis, and determines the treatment according to position or grade. In the process of human resource management in public sector, hierarchical classification has been more and more widely used. For example, France divides its civil servants into four categories: A, B, C and D, which have strict hierarchical characteristics. Germany is divided into simple positions, intermediate positions, senior positions and senior positions. This employee classification method is still practical in enterprises with simple business, obvious core competitiveness or simple organizational structure and specific departments within the enterprise. For example, enterprises with sales as the leading business can be divided into three levels according to market implementation: general manager, regional marketing manager and store manager. The biggest purpose of grade classification is to provide basis for personnel assessment, promotion and salary. However, the taste classification based on "people" rather than "things" can not be widely adopted by the business community in the end. Because, "things", as the basis of the orderly operation of enterprises, can not be strictly classified.

◎ Mixed classification

Generally speaking, functional classification and grade classification are widely used in enterprises and institutions at present, and have also been recognized by practice. In the practice of human resource management, most enterprises adopt the methods of functional classification and hierarchical classification, on the premise that functional classification is the main method. This mixed classification is especially commonly used in large and group-run enterprises.

Classification method of market value orientation

◎ Classification from the perspective of human capital

D. Le Packert and S.

From the perspective of human capital theory, snell thinks that the characteristics of human capital are mainly value and scarcity. According to this standard, employees can be divided into core employees, unique employees, general employees and auxiliary employees.

Core employees: high value-high scarcity employees. They have mastered the special knowledge and skills closely related to the core competence of the enterprise and can make outstanding contributions to the strategic objectives of the enterprise. For example, Microsoft's R&D engineers fall into this category.

Unique employees: low value-high scarce employees. They have very special and hard-to-obtain knowledge and skills, so they are relatively scarce. Their value contribution is very important, but it is not directly related to the core competence of the enterprise, such as the legal adviser of the enterprise.

Ordinary employees: employees with high value and low scarcity. Their knowledge and skills can contribute to the implementation of strategic objectives of enterprises, which are related to the core competence of enterprises, but they are easy to obtain in the labor market, such as accountants and marketers.

Auxiliary employees: low-value and scarce employees. They master general knowledge and skills that can be easily obtained in the labor market. For enterprises, mainly engaged in operational work, the contribution value is indirectly related to the core competence of enterprises.

There should be differences in the management of these four types of employees. We must pay attention to the internal development and long-term commitment of core employees. In order to maximize their contribution, enterprises can consider appropriate authorization and encourage them to participate in decision-making and work autonomy. In addition, we can consider setting posts for different people, tailoring them, and establishing an assessment system based on training development results and a high salary system based on incentives according to the characteristics of employees. The management of unique employees is relatively simple, mainly to establish long-term cooperative partnership and pay attention to the maintenance of cooperative alliance. It is best for such employees to manage in a team way, pay attention to communication with these knowledge teams, share information and pay reasonable remuneration for their knowledge. The management of general employees should be job-centered, focus on job requirements, pay attention to the professional expertise and skills of on-the-job personnel, and pay attention to directly obtaining the immediate production efficiency and value of employees. Therefore, in the recruitment process, it is necessary to establish a reasonable job analysis, clarify the qualifications and implement a strict recruitment process; In the process of training and development, employees should be familiar with the business in a short time and take up their posts as soon as possible; In the process of assessment, we must establish a relatively fair internal and competitive external salary system around recent performance. Finally, for auxiliary employees, they can be obtained through leasing or short-term contracts. Many enterprises outsource the management of auxiliary personnel with less investment.

Classification based on Boston matrix

Boston matrix is an extremely useful strategic management tool, which helps to understand diversified businesses and help managers establish priority targets for resource allocation decisions. Some scholars invented the Boston matrix of human resource management from this angle. As shown in figure 1, the horizontal axis is "employee's contribution to the enterprise" and the vertical axis is "enterprise's control over employees". Employees in enterprises can be divided into the following four categories: star employees, question mark employees, Taurus employees and thin dog employees.

Star employees: great contribution-strong control, including R&D personnel and market developers.

Question mark employees: great contribution-weak control, mainly from employees in strategic departments.

Taurus employees: employees with small contribution and strong desire for control, including general secretary, clerk, administrative service personnel, workshop operators and other employees engaged in routine work.

Thin dog employees: small contribution-weak control, including logistics personnel and cleaning personnel formed by outsourcing business.

◎ Classification based on the matching of enterprise and employee values

Ma Yun has always stressed that "for Alibaba, employees with the same values and corporate culture are its greatest wealth."

. The research proves that the degree of employee value realization in the enterprise matches well with the degree of enterprise value realization through employee contribution value, which will have a positive promotion effect on the enterprise and employees, and vice versa. According to this standard, employees can be divided into three categories: one is employees who match organizational values; The second category is employees who do not match organizational values; The third category is employees related to the values of weak enterprises.

Employees who match enterprise values are consistent with organizational goals and business philosophy, hoping to achieve the goal of organizational development while realizing their career ideals. They can share joys and sorrows with the organization and have a strong sense of "ownership" of the enterprise. For such employees, we should give full trust and establish an authorization mechanism.

The second kind of employees refer to those who violate the enterprise system and even harm the interests of enterprises in order to realize their professional ideals, economic interests and other goals. Such employees must be removed from the enterprise. In 2002, at the beginning of his business, Ma Yun made a rule for his company: all salespeople are not allowed to give kickbacks to any customers in any form. A few months later, the company's sales champion blatantly violated this regulation. Although his annual sales account for more than 70% of the company's annual sales, Ma Yun did not hesitate to dismiss him on the grounds that "we will not leave any employees with different values!"

The third type of employees are people whose values are different from those of enterprises, but they will not cause conflicts, mostly because they lack in-depth understanding of enterprises. For managers, they are free and need to be rendered and infiltrated through special training and intangible corporate culture, so that their values are as consistent as possible with the enterprise and become the reserve echelon of the first type of employees.

◎ Classification based on employee characteristics

Based on the Big Five personality theory, employees' personality characteristics can be divided into five dimensions: conscientiousness, extroversion, nervousness, openness and agreeableness. People with a high sense of responsibility are full of ability, organization, responsibility, dedication, self-discipline, prudence, methodical and planned work, and can persevere. People with high extroversion are often leaders in the team, eager for excitement, like bright colors and noisy environment, easy to make friends, able to cope with social environment skillfully and actively participate in group activities. Highly neurotic people are emotionally unstable and difficult to adapt. People with a high degree of openness have active imagination, spontaneous acceptance of new ideas, divergent thinking, strong curiosity and rich feelings. People with high affinity are helpful, trustworthy, compassionate, cooperative and often altruistic. Based on the Big Five personality theory, employees can be divided into five categories according to these five dimensions and managed separately.

The first category: employees with low sense of responsibility, mainly those who violate enterprise rules and regulations and incompetent workers. Generally speaking, the former will be dismissed without hesitation, because leaving such employees will cause unfairness among other employees, affect the corporate atmosphere and endanger the interests of the whole enterprise. For the latter, we must make them realize that their reluctance to stay in the enterprise will delay the progress of the enterprise and personal development. Therefore, either try to improve their ability or persuade them to leave.

The second category: employees with low extroversion. We must introduce competition mechanism to stimulate their potential to regulate competition. They should be given appropriate challenging tasks, because it can stimulate their potential and seek the initiative of other employees to cooperate.

The third category: highly neurotic complaints about employees. There are two kinds of employee complaints, one is to reflect the unreasonable phenomenon of the enterprise to the superior, which is a normal complaint; The other is to spread bad feelings among colleagues and affect the corporate atmosphere. For the first kind of complaints, managers should seriously investigate and reply in time, strengthen communication to eliminate misunderstandings and make improvements to eliminate unreasonable phenomena. This kind of complaint is actually a catalyst for the continuous progress of enterprises, and it is the driving force rather than resistance for the development of enterprises. Therefore, managers must maintain an open and tolerant attitude. For the second kind of complaints, we should communicate with the complainant, understand the complainant's real thoughts, resolve misunderstandings, and use emotion to make him become the first kind of complainant. If necessary, exhort the second type of complainers to prevent the spread of bad emotions.

The fourth category: employees with a high degree of openness and leadership temperament should strive to explore their own leadership ability and cultivate corporate successors. This is mainly achieved by authorizing these employees to manage a complete team. For example, Yang (Lenovo Group), Guo Wei (Digital China), (Lenovo Investment), Chen (Science and Intelligence Integration) and (Hony Capital) trained by Liu Chuanzhi have all become Lenovo's joint fleet.

The fifth category: amiable, conscientious, hard-working and inarticulate diligent employees. For such employees, managers should safeguard their legitimate rights and interests within the scope of enterprise rules and regulations, and establish a fair and just team culture. Managers must realize that such employees are the backbone of enterprises. They diligently perform tasks and optimize the corporate atmosphere. Even if they don't have leadership skills, they play an important role in the stability of enterprises and must be highly valued.