What are the basics of human resource management?

Job analysis is the most basic operation and the foundation of human resource development and management. Job analysis, also known as job analysis, refers to the process of describing the characteristics, norms, requirements and processes of various jobs in an organization, as well as the quality, knowledge and skill requirements of employees who have completed this work, and its result is job description and job description. As a human resource manager, it is very important to do a good job analysis, especially to grasp the following six points:

1. Clarify the purpose < P > Different organizations or different stages of the same organization have different purposes of job analysis. The job analysis of some organizations is to make the existing job content and requirements more clear or reasonable, so as to formulate a practical reward system and mobilize the enthusiasm of employees; And some make provisions on the work norms of new jobs; Other enterprises carry out job analysis because they have encountered some kind of crisis, and try to improve the working environment and improve the safety and anti-crisis ability of the organization. In reality, the purpose of job analysis is not very clear in some enterprise human resources management departments, and there is a strange phenomenon of job analysis simply for job analysis, thus making this core technology of human resources management a mere formality and failing to achieve its due purpose.

this problem is particularly prominent in some government agencies and state-owned enterprises. A friend who works in the personnel department of a well-known state-owned iron and steel enterprise where the author is located told me that they have also prepared job descriptions and job descriptions, but most of them are compiled according to the responsibilities and requirements of existing staff. Things change with people, and there is no detailed job analysis at all. When there are any changes in personnel, a job description will be drafted immediately. It is conceivable whether such job analysis can reflect the purpose of job analysis.

2. Recognize the role

At present, in the practice of human resource management in many enterprises, the "overall solution of human resource management with posts as the core" is emphasized. In fact, it means that all functions of enterprise human resource management should be based on job analysis. Indeed, job analysis is the basis and premise of all the functions of modern human resources, that is, the acquisition, integration, motivation, control, adjustment and development of human resources. Only by doing a good job of job analysis and design can we complete the work of enterprise human resources planning, performance evaluation, career design, salary design management, recruitment, selection and recruitment of staff. Some enterprise human resource managers ignore or underestimate the role of job analysis, which leads to the lack of ready-made basis in performance evaluation, unfairness in determining remuneration, incomplete implementation of target management responsibility system, etc., which discourages employees' work enthusiasm and affects enterprise benefits from time to time.

For example, in 1999, a listed company in Zibo recruited 8 technical talents with bachelor degree or above. When recruiting, the company's human resources department promised to provide them with a good working environment, superior working conditions and a certain attractive salary. However, after less than a year of work, various problems followed. Some people complained that their majors were not right and their technical advantages could not be brought into play. Some people think that their talents far exceed the requirements of post work; Some people report that working conditions cannot meet the needs of post work, while other conditional resources are not fully utilized. What's more, in an accidental technical accident, the parties shirked their responsibilities on the grounds that the job description did not indicate the possibility of work risks. Dissatisfaction and job change requirements made HR manager very confused, and several outstanding employees left the company. Later, after investigation, it was found that there were three problems: (1) There was no talent test based on job analysis when recruiting, and only academic requirements and technical background were paid attention to; (2) When arranging work, the practical ability and job requirements of the incumbent are not fully considered; (3) Training and performance evaluation based on job analysis were not implemented in the work process.

3. Grasp the content

Job analysis generally includes two aspects: determining the specific characteristics of the job; Find out the various requirements of the job for the incumbent. The former is called job description and the latter is called job description. When grasping the content of job analysis, we should pay special attention to the difference and connection between job description (job description) and job description.

A standardized job description includes five aspects: job name, work activities, work procedures, physical environment, social environment and employment conditions. It mainly aims to solve problems such as job content and characteristics, job responsibilities and powers, job objectives and results, job standards and requirements, working time and place, job posts and conditions, workflow and norms. The job description aims to explain the physical and psychological requirements that a person who holds a certain position must have, including general requirements: age, gender, education and work experience; Physiological requirements: health status, strength and physical strength, flexibility of exercise, sensitivity of sensory organs; Psychological requirements: observation ability, learning ability, problem-solving ability, language expression ability, interpersonal skills, personality, temperament, hobbies and so on. Although job description and job description are both related results of work, and they are also the main contents of job analysis, some enterprise human resource managers do not seem to have enough and correct understanding of them, and even confuse them, which is a problem that cannot be ignored. In addition, some enterprises are not comprehensive in job description. In a job description book, there is a lack of descriptions of work relationship and work objectives. Moreover, the phenomenon of describing job responsibilities or job responsibilities by experience is widespread, which inhibits the core role of job analysis and evaluation in the overall human resource management program.

4. Straighten out procedures

Job analysis is a comprehensive evaluation process, which can be divided into six stages. The main tasks of each stage are as follows: 1. Preparation stage: setting up a working group; Determine the sample (select representative jobs); Break down the work into work elements and links, determine the basic difficulty of the work, and formulate work analysis norms. 2. Design stage: selecting information sources; Select job analysts; Select the method and system for collecting information. 3. Investigation stage: compiling various questionnaires and outlines; Collect all kinds of resources extensively (7"W "): work content (what); Responsible person (WHO); Job (where); Working hours (when); How to operate (how); Why do it (why); For who (for who). 4. Analysis stage: review the collected information; Creatively analyze and discover the key components of the work or staff; Summarize and summarize the necessary materials and elements of job analysis.

how to analyze it? It can be carried out from four aspects: ① job name analysis: job name standardization, in order to understand the nature and content of the job through the name. ② job specification analysis: job task analysis; Analysis of working relationship; Job responsibility analysis; Analysis of labor intensity. ③ Analysis of working environment: analysis of physical environment of work; Safety environment analysis of work; Social environment. (4) analysis of the necessary conditions of the work executors: analysis of the necessary knowledge; Analysis of necessary experience; Analysis of necessary operation ability; Analysis of essential psychological quality. 5. Application stage: promote the use of job analysis results. 6. Feedback adjustment stage: the constant change of the organization's business activities will directly or indirectly lead to the corresponding adjustment of the organization's division of labor and cooperation system, which may lead to new tasks and the disappearance of some original positions.

5. Proper methods

There are various methods of job analysis, but enterprises should choose different methods according to the purpose of job analysis and the advantages and disadvantages of different job analysis methods. Generally speaking, job analysis mainly includes data analysis method, questionnaire survey method, interview method, on-site observation method, key event method and so on.

These job analysis methods have their own advantages and disadvantages. For example, observation requires observers to have enough practical experience, and although they can get extensive and objective information, they are not suitable for jobs with long work cycle and mental work, and occasional and unexpected jobs are not easy to observe, and they cannot obtain the information required by the incumbent. The interview method is easy to control and can obtain more job information, which is suitable for people who have difficulty in understanding the text, but the analyst's point of view affects the correct judgment of job information; Interviewers tend to consider their own interests and lead to distortion of work information; Job analysts ask vague questions, which affect information collection; And can not be used alone, but should be used together with other methods.

the questionnaire method is low in cost and fast; Save time and do not affect work; The scope of investigation is wide, which can be used for job analysis for various purposes; The disadvantage is that it needs to be explained, otherwise it will be understood differently and produce information errors. Using the working practice method, the analyst directly experiences it and obtains the truth of the information; It is only suitable for the work that can be mastered in a short period of time, and is not suitable for the analysis that requires a lot of training or dangerous work. The typical event method directly describes the specific activities in the work, which can prompt the dynamic nature of the work; The research work can be observed and measured, so the required information is suitable for most of the work, but it takes a lot of time to summarize the cases; It is easy to miss some insignificant work behaviors, and it is difficult to grasp the whole work entity. In addition to the advantages and disadvantages of job analysis methods, human resource managers should also choose methods according to the objects of job analysis. For example, for managers' job analysis, MPDQ and sea plan method can be selected.

the so-called mpdq (management position description question) is a management position description questionnaire method, which is a job-centered job analysis method and a research achievement abroad in recent years. This questionnaire method is a quantitative test method for managers' work, which involves managers' concerns, responsibilities, restrictions and various characteristics of managers' work. ***197 questions are divided into 13 categories: product, market and financial planning; Coordination with other organizations and personnel; Internal management control of the organization; Product and service responsibilities of the organization; The relationship between the public and customers; Advanced consultation; Autonomy of behavior; Recognition of financial entrustment; Staff service; Staff supervision; Complexity and pressure of work; Senior financial management responsibility; Personnel management responsibilities of overseas employees.

the sea plan method is a method to analyze the management work through interviews between job analysts and employees in management positions. It is mainly used in the job evaluation and reward system. By using it, the level of employee management, recruitment and performance evaluation can be improved, and managers can more easily check the implementation of the work with reference to the responsibility standard, and then give reasonable rewards. The nature of work and the goal of responsibility are the core of the law of marine programs.

6. Strive for innovation

Innovation is the soul of human resource management, and it is natural to adhere to the principle of innovation in job analysis. Job analysis is inseparable from the analysis of the working environment. Once the working environment changes, the job analysis must be adjusted accordingly, but after all, the result of job analysis-job description always lags behind the change of the environment. Therefore, this requires human resource managers to plan ahead, be forward-looking and creatively carry out their work in job analysis, and take foreseeable environmental change factors into account in the job description as early as possible.

the innovation of job analysis is also reflected in the innovation of job analysis process and analysis method. The process and method of job analysis are not uniform and step by step. Human resource managers can make corresponding changes and innovations according to the object and purpose of job analysis, so as to improve the environmental adaptability and organizational competitiveness of enterprises. At present, with the rise of knowledge-based economy, the human resource management of knowledge-based enterprises needs human resource managers to innovate. For example, IT enterprises and consulting industries usually carry out their work in the form of project teams. Therefore, when carrying out job analysis, we should not only fully consider the characteristics that their work is difficult to refine and divide, but also reflect the purpose of job analysis to clarify responsibilities and draw a clear line.