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paper on human resource management: job rotation: a win-win situation for enterprises and employees. 1. Multiple values of job rotation for enterprises and employees

With the increasingly mature business environment in China market, the competition among enterprises is becoming increasingly fierce. Now more and more enterprises realize that talent is one of the most critical factors for enterprises to gain competitive advantage and develop and maintain their core competitiveness. According to the survey of thousands of enterprises conducted by China Entrepreneur Survey System in 23, 62% of enterprises said they lacked managerial talents, 92% lacked marketing talents and 93% lacked technical talents. More and more enterprises have increased their investment in employee training in order to improve their quality and ability, among which job rotation is considered as one of the most effective training tools. When it comes to rotation, many people will first think of IBM's "long bench plan". In IBM's successor training plan, employee rotation is a very important link. In fact, as a simple and effective management tool, the value of job rotation to enterprises is multifaceted, not only in training. We can discuss the value of rotation from the enterprise level and the employee level.

1. Enterprise level: stability, adaptability and departmental cooperation

From the enterprise level, rotation can effectively reserve talents, thus improving the security, stability and dynamic adaptability of the organization and the efficiency and effectiveness of inter-departmental cooperation. In addition, rotation also has irreplaceable value in cultivating enterprise successors.

train successors and build a talent system. IBM's "Long Bench Successor Training Program" is widely admired by Chinese people, and there are two things worth learning: First, attach importance to the concept and culture of talent training. Not only the human resources department is concerned about this matter, but almost all employees have been mobilized to participate. IBM requires employees at or above the supervisor level to train their employees as part of their performance. Every manager at or above the supervisor level has a hard goal to determine who will take over his position in one or two years and who will take it in three or four years, so as to discover talented people. These measures show IBM's emphasis on talent reserve everywhere; Second, complete systematicness. The talent reserve and replacement plan is not a single task, and it requires the concerted efforts of many aspects, such as rotation system, career planning, mentorship, 36-degree assessment and talent evaluation. China enterprises can certainly learn from IBM's thinking and practices, but they can't copy them completely. IBM's own attraction and salary level are unmatched by most China enterprises, and it is not possible to achieve the goal of cultivating talents by single measures such as job rotation and talent evaluation. It is necessary to build a unique talent training system according to its own actual conditions. It should also be pointed out that job rotation is also beneficial for enterprises to find talents. Due to various subjective and objective reasons, it is sometimes difficult for enterprises to find out where an employee's potential lies, and the implementation of job rotation can provide employees with opportunities to show their talents.

To cope with the talent shortage crisis and improve the stability of the organization. Generally speaking, there are two reasons for the talent shortage crisis in enterprises: first, enterprises are in a period of rapid growth, and the expansion of scale needs to absorb a large number of talents. There is often a time lag between the recruitment of talents and the ability to create value for enterprises and the needs of enterprises. Relatively speaking, this crisis is short-term and staged. Because the rapidly developing enterprises are very attractive to talents, this crisis can be quickly eliminated in a short time. Second, there is a shortage of talents caused by brain drain, especially the brain drain of key positions, such as sales elites and top technicians. If enterprises can't find suitable talents to fill the vacancy in the short term, it will cause huge losses to enterprises. The reasons for brain drain are complicated, such as salary, development space, interpersonal relationship, the future of the enterprise, corporate politics, work pressure, personal entrepreneurship, employees' recognition of the enterprise, etc., which may lead to talent job-hopping. Although enterprises can play a certain preventive role by adopting measures such as treatment, career, emotion, contract and culture, sometimes the brain drain is inevitable, and various retention mechanisms established by enterprises cannot completely eliminate the flow of talents. Therefore, it is necessary for enterprises to establish talent reserve mechanisms at the same time to nip in the bud, and job rotation is an effective talent reserve system. The basic function of job rotation is to enable employees to have the working experience and ability of several positions at the same time. Once adjustments are needed, they can be quickly supplemented, thus improving the stability of enterprises and reducing the turmoil and losses caused by brain drain.

respond to changes and improve the dynamic adaptability of the organization. The change of business environment, self-growth, adjustment of enterprise strategic direction, adjustment of product structure and implementation of diversification strategy will all promote the adjustment, expansion, contraction or deformation of organizational structure. Any adjustment of organizational structure is bound to bring about post adjustment and post demand change, and sometimes this change is drastic and irreversible. A key factor for the success of enterprise reform is whether we can find enough employees with sufficient quantity and quality to fill "new" positions and implement new strategies. This requires enterprises to cultivate their dynamic adaptability in daily management and be ready for change at any time. The implementation of the rotation system can make employees fully prepared in terms of ability and psychology, and realize "seamless" docking when enterprises implement changes.

horizontal communication to improve the efficiency of cross-departmental collaboration. Formally, rotation can be carried out within departments or across departments, which is conducive to cooperation and communication between departments. The organizational structure of most enterprises is based on functions (departments), and taking the interests of departments as the starting point has become the inevitable choice for managers and employees of most departments, and the cooperation and communication between departments has become the difficulty of enterprise management. The uncoordinated and wrangling between departments greatly reduces the operational efficiency of enterprises. The operational efficiency of an enterprise can be expressed by a formula: operational efficiency of an enterprise = external marketing/internal marketing. External marketing refers to the activities of developing and serving customers, while internal marketing refers to how much effort it takes to promote these activities in internal communication, coordination and encouragement. For example, a company has an 8-hour working day, and if it spends 8 hours doing internal marketing and has no time to do external marketing, its operational efficiency is /8=. The larger the denominator, the more internal friction and the lower the efficiency. If you have 4 hours of internal marketing and 4 hours of external marketing, the efficiency is equal to 1. By analogy, if all eight hours are spent on external marketing, the efficiency of the enterprise is infinite. On the one hand, cross-departmental rotation enables managers and employees to personally experience the hardships and connotations of other departments' work, so that they can think about and deal with problems from a higher angle and form empathy; On the other hand, it can accommodate the interpersonal relationship between them. China's cultural tradition attaches importance to human feelings, and the communication between them will be much smoother.

2. Employee level: Incentive and career

"Win-win" is an ideal goal for enterprises to participate in competition and implement internal management. To some extent, the management method of job rotation has achieved a win-win situation for employees and enterprises. Rotation not only has many values and contributions to the enterprise, but also is very supported and welcomed by employees. Rotation can rekindle employees' interest in work and is conducive to the establishment and adjustment of employees' self-career planning.

Effectively motivate and adjust employees' working mood. Many people will feel that if they stay in a post for a long time, they will feel bored, uninterested in their work, and an inexplicable sense of fatigue will be hard to eliminate, which will even interfere with their own lives. If this kind of emotion is not alleviated for a long time, the loss will become a necessity. If employees can rotate to new posts regularly or irregularly, they will regain their enthusiasm for work, and their enthusiasm and initiative will naturally be greatly improved. From this perspective, job rotation is an effective non-material incentive measure. Modern human resource management has formed a kind of * * * knowledge. Material incentives based on money can only produce short-term effects and bring great negative effects to enterprises, while non-material incentives are more lasting.

create career width to meet the core needs of employees' growth. Learning and growth is one of the core needs in employees' career. Job rotation can enable employees to broaden their horizons, accumulate network resources, discover their true interests and abilities, and forge various abilities and experiences, thus broadening employees' career width and improving the possibility of promotion. At present, there are two kinds of talents in China market: compound professionals and systematic management talents. Managers of enterprises can be divided into three types: professional managers, supervisory managers and systematic managers. In terms of hierarchy, professional managers are at the bottom. These managers have enough professional skills and can work independently in a certain field, but they lack management ability. Supervising managers can use their personal management ability and experience to carry out work planning, team leadership, subordinate cultivation, task supervision and problem improvement, but they do not have the ability to establish a management system, which is a typical rule of man; On the basis of supervising managers, systematic managers can help enterprises to establish complete strategies, processes, standards and systems of the department, and use systematic methods to build teams and cultivate talents, and finally let the department enter autonomous operation. The implementation of the rotation system is not only beneficial to employees, but also creates conditions for enterprises to cultivate compound talents and systematic talents.

Although job rotation has many values for employees and enterprises, as a management measure, it needs to pay corresponding costs, including the training cost of enterprises, the time cost of managers, the efficiency reduction brought by employees' arrival in new positions, and even sometimes enterprises have to bear the risk of declining performance. Therefore, it is necessary to accurately define the scope of rotation, whether it is only implemented in management, full rotation or core (strategic) positions and core talents. Different choices produce different values, and enterprises pay different costs.

Second, Aokang: Let talents grow "in motion"

In 1988, when everyone rejected Wenzhou shoes, it flew against the wind and started with 3, yuan, and entered the footwear industry. Not many people are optimistic about its prospects. Twenty years have passed, and now, it has developed into a private enterprise with three production bases, five brands and five foreign branches, with assets of more than 1 billion and annual sales of more than 2 billion. The original name has rarely been remembered, but it doesn't matter. What matters is that today it has a famous name-Aokang.

In the eyes of many people, the development of Aokang is a mystery. People are always full of surprises, constantly asking its managers for advice, and even many people come to Aokang to visit and study.

Examining Aokang's growth, we may find different answers from different angles. However, if these different answers are further analyzed, then one answer is very clear, that is, "let talents become the engine of enterprises" and try our best to make full use of their talents. The ruler is good, but the inch is short. In order to give full play to everyone's best side and put the right people in the right position, Aokang has been promoting the rotation mechanism and has achieved remarkable results.

Third, there are no inappropriate people, only inappropriate locations

"Garbage is misplaced wealth". In Aokang, there is a popular management concept: there are no inappropriate people, only inappropriate positions. Rotation system is an important measure of Aokang's talent reserve plan for key positions. Aokang clearly stipulates that in the same management position, it can not exceed 4 years, and all middle managers and above must be rotated.

Aokang Group is an enterprise mainly engaged in leather shoes. Its predecessor was Yongjia Aolin Shoes Factory, which was founded in 1988. In 23, the Group implemented diversified investment and set foot in commercial real estate, biopharmaceuticals, financial investment and other fields. At present, the group has more than 15, employees, more than 3 world-class production lines, and has formed its headquarters centered in Wenzhou, three production bases in Oubei and Chongqing, with an annual output of more than 1 million pairs of leather shoes, and has set up more than 3 provincial branches and more than 3, marketing networks throughout the country. In Italy, Russia, the United States, Germany, Japan set up five foreign branches. At the same time, three shoe pattern design centers have been set up in Wenzhou, Guangzhou and Milan, and thousands of new varieties have been developed every year.

with the rapid development of enterprises, many new jobs have been created and a large number of talents are urgently needed. To implement the rotation system, the first thing is to train key talents for fast-growing enterprises. Aokang believes that there are not many soldiers, the key lies in "strength" and "mobility", and "strength" can be invincible; "Moving" can breed infinite vitality. The so-called "flowing water does not rot, and the family axis does not bite". The rotation system can not only cultivate excellent management talents from the inside, but also has a relatively low cost.

In order to do a good job in rotation, Aokang should do several things every year. One is to conduct at least two surveys on employees' career development to solicit employees' ideas, and the other is to conduct 13 strict performance evaluations on employees. The specific method is once a month, and then a comprehensive evaluation is conducted at the end of the year; The third is to communicate with the supervisor to understand the working conditions of each employee. Through the above work, the talent resource center combined with the company's development strategy and compared with the post competency model to determine the rotation.

iv. gradual job rotation

enterprises implement job rotation for the sake of long-term performance, but in the specific implementation process, it may be accompanied by short-term risks. In order to minimize the risk, Aokang Group has taken a series of measures to implement gradual job rotation.

"The smartest person in the world is the one who is most willing to invest in his brain", and the smartest company is the one who is most willing to invest in employees' brains. Aokang has a perfect training system. Among the domestic private enterprises, Aokang is probably one of the most willing to spend money on employee training, and the annual training cost exceeds 1 million yuan. This not only created a strong learning atmosphere for Aokang, but also laid a solid foundation for the effective implementation of rotation.

Aokang has established an advanced knowledge management system internally, and the courses are very rich, including both professional courses and general management ability courses. Usually, any employee can log on to the internal knowledge management system to learn. In fact, because the enterprise has formed a rotation culture, as soon as employees enter the enterprise, they begin to prepare for rotation-psychological preparation and ability preparation. At the same time, in the training design, the company also takes into account the rotation factor, tries to diversify the curriculum design and consciously add some general courses. In this way, once employees are rotated, they will not feel at a loss. Among them, Aokang University is playing an increasingly important role.

Aokang University came into being under the background of Aokang Group's strategic adjustment for internationalization. It was established on January 15th, 27, and Mr. Wang Zhentao, Chairman and President of Aokang Group, became the first president of Aokang University. Aokang University consists of four colleges: Leadership College, Chain Monopoly Management College, Marketing College and Production Technology College, which are dedicated to cultivating top management talents, chain monopoly elites, marketing talents, production technical backbones and reserve cadres.

V. How to ensure the success rate of rotation

Rotation range: We must.