What are the factors that affect the conversion of human resources into human capital? (Visual departure from higher education) About 800-1,000 words

Six modules of human resource management

Human resource management has broken through the traditional model and raised people to the perspective of resources for allocation and management. How to achieve effective management of human resources and configuration, building an effective human resources management platform and system has become the focus of corporate HR work. As a component of this effective system, the improvement of the major HR module systems and the development of work are particularly important!

1. Human resources planning

-The beacon and navigator for HR work

Every ship sailing out to sea needs to establish a beacon to locate its destination. An effective navigation system to ensure it is sailing on the correct course. The same goes for human resource management, which needs to determine the positioning of HR work goals and ways to achieve them. The purpose of human resource planning is to combine the company's development strategy and analyze the company's resource status and human resource management status to find the focus and direction of future human resources work and formulate specific work plans and plans to ensure the smooth realization of corporate goals. . The focus of human resource planning is to collect, analyze and compile statistics on the current status of the company's human resource management. Based on these data and results, combined with the company's strategy, we can formulate plans for future human resources work. Just like the beacon and navigator of a ship sailing out to sea, human resource planning plays a role in positioning goals and grasping the route in HR work!

Definition of human resource planning

Human resource planning is a systematic strategic project. It is guided by the enterprise development strategy, comprehensively checks the existing human resources and analyzes the internal and external conditions of the enterprise. Based on forecasting the organization's future supply and demand for personnel, the content includes promotion planning, supplementary planning, training and development planning, personnel deployment planning, salary planning, etc. It basically covers various management tasks of human resources. Human resources planning also Have a sustained and important impact on human resource management activities through the formulation of personnel policies.

Narrow sense: Starting from strategic planning and development goals, an enterprise predicts the demand for human resources for its future development based on changes in its internal and external environments, and the process of providing human resources to meet such needs.

Broad sense: the general term for all types of human resource planning in an enterprise.

According to the period: long-term (more than five years), short-term (one year and less), and medium-term plans between the two.

According to content: strategic development planning, organizational personnel planning, system construction planning, and employee development planning.

Human resource planning is to transform enterprise business strategies and goals into human resources needs, and to analyze and formulate some specific goals of human resource management from an advanced and quantitative perspective of the entire enterprise.

The concept of human resource planning includes the following four meanings

1) The formulation of human resource planning must be based on the organization's development strategy and goals.

2) Human resource planning must adapt to changes in the organization’s internal and external environments.

3) Formulating necessary human resource policies and measures is the main task of human resource planning.

4) The purpose of human resource planning is to balance the supply and demand of the organization's human resources to ensure the long-term sustainable development of the organization and the realization of employees' personal interests.

The role of human resource planning

1. Helps organizations formulate strategic goals and development plans. Human resource planning is an important part of the organization's development strategy and an important guarantee for achieving the organization's strategic goals.

2． Ensure the need for human resources during the organization's survival and development. The human resources department must analyze the gap between the organization's demand and supply of human resources and develop various plans to meet the demand for human resources.

3. Conducive to the orderliness of human resource management activities. Human resource planning is the basis of enterprise human resource management. It consists of overall planning and various business plans, and provides reliable information and basis for management activities (such as determining the demand and supply of personnel, adjusting positions and tasks, training, etc.) , thereby ensuring the orderliness of management activities.

4. It is helpful to mobilize the enthusiasm and creativity of employees.

Human resource management requires that while achieving organizational goals, it must also meet employees' personal needs (including material needs and spiritual needs), so as to stimulate employees' lasting enthusiasm. Only under the conditions of human resource planning, employees can satisfy themselves. Things and levels of satisfaction are knowable.

5. Helps control human resource costs. Human resource planning helps to examine and measure the implementation costs and benefits of human resource planning programs. It is necessary to predict changes in organizational personnel through human resource planning, adjust the organization's personnel structure, and control labor costs at a reasonable level. This is an indispensable link for the sustainable development of the organization.

The content of human resource planning

Human resource planning includes five aspects

1 Strategic planning is based on the overall development strategy goals of the enterprise and the development of human resources of the enterprise. The provisions of guidelines, policies and strategies for human resources and utilization are the core of various human resources specific plans and are key plans related to the overall situation.

2 Organizational planning Organizational planning is the design of the overall framework of the enterprise, which mainly includes the collection, processing and application of organizational information, drawing of organizational structure charts, organizational investigation, diagnosis and evaluation, organizational design and adjustment, and Organizational setup, etc.

3 System planning System planning is an important guarantee for the realization of the overall human resources planning goals, including the procedures for the construction of the human resources management system, institutionalized management, etc.

4 Personnel planning Personnel planning is an overall plan for the total number, composition, and flow of enterprise personnel, including analysis of the current situation of human resources, enterprise capacity, personnel demand and supply forecast, and personnel supply and demand balance, etc.

5 Expense planning Expense planning is the overall planning of enterprise labor costs and human resource management expenses, including budgeting, accounting, settlement, and human resource expense control.

Human resource planning can be divided into strategic long-term planning, strategic mid-term planning and specific operational short-term planning. These plans are coordinated with other plans of the organization and are subject to other plans. And for other planning services.

Human resource planning is the process of predicting future organizational tasks and environmental requirements for the organization, and the provision of human resources designed to accomplish these tasks and meet these requirements. Evaluate and predict resource usage in human resource management by collecting and utilizing existing information. For us now, the essence of human resource planning is to achieve the company's set goals by determining future company human resource management goals based on the company's operating policies.

Therefore, we divide human resource planning into two aspects: strategic planning and tactical planning.

1. Strategic plan of human resources

Strategic plan is mainly based on the company’s internal business direction and business goals, as well as the impact of the company’s external social and legal environment on human resources. Develop a multi-year plan. At the same time, we must also pay attention to the unity of stability and flexibility of strategic planning. In the process of formulating a strategic plan, attention must be paid to the following factors:

1. Changes in the national and local human resources policy environment. Including the formulation of national laws and regulations on human resources and various measures for talents. The implementation of various national economic regulations, changes in the domestic and international environment, various national and local policies and regulations on human resources and talents, etc. These changes in the external environment will inevitably affect the overall operating environment within the company, so the company's internal human resources policies should also change accordingly.

2. Changes in the company’s internal business environment. The formulation of the company's human resources policy must comply with changes in the company's management status, organizational status, operating status and business objectives. Therefore, the company's human resource management must be based on the following principles and change according to changes in the company's internal business environment.

1) Stability principle The stability principle is that on the premise that the company continues to improve work efficiency, the company's human resources management should be based on the company's stable development as the premise and basis of its management.

2) Growth Principle The growth principle means that when a company increases its capital accumulation, sales, and company size and market expansion, its personnel must increase. The basic content and goals of the company's human resources are for the company's growth and development.

3) Continuity principle: Human resource management should aim at the vitality and sustainable growth of the company, and maintain the company's eternal development potential; it must be committed to labor-management coordination, talent training and successor cultivation.

3. Human resources forecast. Based on the company's strategic plan and the analysis of the company's internal and external environment, the human resources strategic plan is formulated. In order to meet the needs of the company's development and avoid the blindness of formulating human resources tactical plans, appropriate forecasts should be made of the company's required personnel. The following factors should be considered when selecting personnel:

1) The number of personnel needed to increase or decrease due to the company’s business development and contraction;

2) The number of personnel required due to the resignation and transfer of existing personnel, etc. Personnel who need to be supplemented;

3) Due to changes in the management system 2. The moral principle of putting public before private

Putting public before private requires that when dealing with the interest relationships between individuals, collectives and the country, we must establish a moral code that puts the country, the collective, and the individual first. While pursuing legitimate interests, we strive to contribute to the collective and the country. Enterprises can give full play to the role of passing on, helping and leading through corporate culture and cultivating cooperation. Make the age structure, knowledge structure, and physical structure of each position consistent with the principle of optimal allocation, so that a complementary effect can be formed between experienced and highly skilled older workers and energetic and physically fit young workers to ensure that they can achieve high performance Efficiently complete the company's established goals.

Enterprise human resource allocation model

Human resource allocation work not only involves the outside of the enterprise, but more and more difficult tasks exist within the enterprise. Judging from the current actual performance, there are mainly three forms of human resource allocation:

Personnel-post relationship type This type of allocation mainly ensures that various departments within the enterprise are ensured through all aspects of the human resources management process. The quality of human resources for each position. It is a form of configuration based on the corresponding relationship between employees and positions. As far as the enterprise is concerned, the current staff allocation methods of this type generally include the following: recruitment, rotation, trial, competition for positions, and elimination of the last position (when the number of employees in the enterprise exceeds the number of positions, or in order to maintain a certain In order to improve competitiveness, during the trial process or competitive recruitment process, the least capable people are laid off and diverted. This is a kind of last elimination allocation method) and two-way selection (when the number of employees in the enterprise is equal to the number of positions, it is often the case. First announce the job requirements, then let employees choose freely, and finally select people based on their positions. This is a two-way selection allocation method).

Mobile deployment type

This is a type of deployment where employees move relative to their positions. It is managed through personnel relative to contract employment. According to the Labor Contract Law, it is very important to standardize and refine employee labor contracts. The information system can not only record and monitor the status of employees' labor contracts at any time, but can also help companies analyze talent costs through real-time statistics.

3. Use performance systems to make performance management work more fair and equitable

Due to the lack of computer assistance, the traditional assessment model has huge assessment costs, so managers have to choose simple methods. Assessment mode, but a simple assessment mode is bound to be difficult to achieve quantitative and multi-angle measurement and evaluation. Too low an assessment frequency will inevitably bring about "myopia effect", "halo effect", etc., coupled with the interference of human factors such as "good guys" , it is difficult to guarantee the fairness and impartiality of the assessment work. These headaches for enterprises can be solved by using eHR systems. training effect. At the same time, in terms of training content, it is best to adopt a self-management method, where employees and supervisors or lecturers jointly formulate training goals and themes, and the venue is open and liberal, which can increase employees' willingness to learn and improve learning effects.

(5) Training implementation. After the training plan is formulated, it is necessary to organize the implementation of the plan. From a practical perspective, several issues should be noted:

(a) When conducting training, it is best to combine it with assessment, pay attention to process control, and observe the reactions and opinions of the participants during the training process. Training is a continuous process of mental transformation, so the social changes of employees during the training process deserve more attention than the training results. After establishing the salary management and control model, an important part of salary management and control is to determine the salary strategy of the group company and its subordinate companies.

Usually, compensation strategies include three strategies: salary level strategy, salary structure strategy, and salary incentive strategy.

When determining the compensation strategy of itself and its subsidiaries, a group company is similar to an individual enterprise and also needs to consider the following factors:

1. Corporate strategy

The corporate strategic orientation determines the basics of the compensation strategy Direction, different strategies should correspond to different remuneration strategies:

2. Enterprise development stage

Subsidiaries at different stages of development should adopt different remuneration strategies:

Start-up period: In order to attract talents, companies in the start-up stage should pay attention to the external competitiveness of salary, so they should adopt a salary strategy that is appropriately higher than the market level for core talents. At the same time, company funds in the start-up stage need to focus on production and operations. Therefore, Compensation strategies at the average market level should be adopted for ordinary employees. In the early stages of a company's development, market development is its main task, so remuneration should increase on a sliding scale and be closely linked to the company's performance.

Rising period: A company in the rising period has rapid business development and rapid inflow of funds. Therefore, on the one hand, the company will increase fixed salary and benefits, and on the other hand, it will increase the proportion of personal performance and salary.

Mature stage: The company market in the mature stage has formed a scale, profits have increased significantly, and corporate management has become more mature. Therefore, the salary system pays more attention to internal fairness and will further increase the proportion of fixed salary and benefits. , and will be reduced by 1. How to maintain internal fairness, especially fairness between positions of the same type, same level, and interchangeable positions? When these positions are located in subsidiaries in different regions and industries, the group company must decide whether and how to maintain internal fairness.

2. How to maintain external competitiveness, especially the external competitiveness of salary for positions with obvious industry characteristics in different industries? For group companies with diversified operations, clear and targeted compensation strategies must be given to attract, retain and motivate talents in these industries.

3. How to establish a sustainable salary payment concept, including how to reflect the accumulated historical contributions of employees? How to motivate employees' ability growth? Should individual performance bonuses be more closely linked to the overall performance of the subsidiary, or to individual performance, or to team performance? Does the group company encourage innovation, create good performance for customers, or encourage cost savings?

3. Approval of the total amount of remuneration of subordinate companies

No matter how strong the control is, the group company always needs to approve the total amount of remuneration of subordinate companies.

In the management and control of total salary, individual enterprises mainly consider labor cost control, while group enterprises are more important to balance the incentives and constraints of subordinate enterprises. Group companies must not only prevent subordinate companies from using various names to pay salaries, which will lead to excessive labor costs and cannibalize the company's net profits. It is also necessary to motivate subordinate companies that are really working hard so that they are willing to create better performance.

1. Group enterprises operating across regions

For group enterprises whose subsidiaries are in the same industry and operate across regions, the key points in determining the total remuneration of the subsidiaries are It lies in: how to reach an agreement between the group company and its subordinate enterprises on the standards of relevant indicators, or in other words, how to set the standards for indicators that determine the total amount of remuneration, so as to achieve a balance between constraints and incentives.

Generally, if the method of determining the total salary is a simple linear increase, that is, as the completion rate increases, the total salary increases in the same proportion, the subordinate companies will always tend to set a lower salary. standards, while group companies tend to set higher standards. Therefore, it is necessary to use certain methods to guide subordinate enterprises to be realistic when formulating budget targets and to fully utilize their own capabilities when completing targets.

2. Group enterprises with diversified operations

For group enterprises with diversified operations, the key point in determining the total salary of subsidiaries is: how to set and determine the salary Total indicator. Since subordinate companies are in different industries, have different development stages, and have different operating models and profitability, it is unreasonable to simply use the absolute value of profit (or income) or completion rate to determine the total salary of subordinate companies. Instead, it should be determined by a combination of four indicators: absolute value, growth rate, relative value and per capita labor efficiency.

Absolute value indicators: revenue, profit, output value, EVA, etc. or the planned completion rate of the above indicators;

Growth rate indicators: revenue growth rate, profit growth rate, output value growth rate, etc. ;

Relative value indicators: return on investment, profit contribution rate, profit growth contribution rate, etc.;

Per capita labor efficiency indicators: such as per capita income, per capita profit, per capita output value, hundred yuan Labor cost profit, etc.

4. Pay attention to the details in salary control

In specific operations, there are some detailed issues that are prone to loopholes and require special attention from group companies:

1 , Standardize the salary and welfare projects of subsidiary companies

After determining the salary strategy of subsidiary companies and approving the total salary, the group also needs to pay attention to standardizing the salary and welfare projects of subsidiary companies to prevent subsidiary companies from setting up various Irregular remuneration and benefit projects to change the established remuneration strategy or exceed the total remuneration, the most critical of which are some projects in the form of fees or benefits.

2. Standardize the remuneration of directors, supervisors, management and financial personnel dispatched by group companies

In group enterprises that adopt a key personnel dispatch system, they must also pay attention to the personnel dispatched by the group company The remuneration, especially the remuneration of directors, supervisors, management and financial personnel. Because these people are the key to working on behalf of the group to protect the rights and interests of shareholders, if they lose control of their salary setting and payment, it is very likely that the rights and interests of shareholders will not be properly protected, and the management and control of the group will also be out of control.

Basic Concept of Welfare

Welfare refers to the non-cash form of remuneration used by enterprises in order to retain and motivate employees. Therefore, the benefits listed in this system are not the same as the maximum allowance. The difference is that benefits are non-cash compensation, while subsidies are fixed payments in cash. Welfare forms include insurance, physical goods, stock options, training, paid leave, etc. The amounts listed in the system are considered from the company's cost perspective and are displayed after being converted into amounts.

The payment of benefits (or subsidies) pays more attention to practicality and humanization. One trend is to pre-store a series of subsidies, such as meal subsidies, car subsidies, phone subsidies, holiday subsidies, etc., into welfare cards. , employees use welfare cards to swipe their cards at merchants contracted with the welfare cards. At present, various cities in China have local welfare card merchant systems. The well-known welfare cards in Beijing include Shangtong Card of Zihexin Group and Kailian Information Technology Co., Ltd. The company's Link Card, Accor Enterprise's Accor Card, etc. The evolution of this form of welfare payment is accompanied by the continuous deepening of China's market economy, and it is gradually integrated with other industries, covering many fields such as supermarkets, department stores, catering, entertainment, and finance. Card-type welfare can also predict the lives of modern people. A minimalist trend.

The history of welfare

The word "welfare" has existed in China since ancient times. In his articles criticizing current affairs, Zhong Changtong, a philosopher in the late Eastern Han Dynasty, included the cliché that "evil people enjoy unlimited benefits, while good people commit unpardonable crimes." According to this specific context, this "welfare" refers to happiness and interests. The reason why this entry was not included in the 1979 edition of "Cihai" was, of course, because the word "welfare" had been sitting on the sidelines until now. This term has only become popular in the past twenty years. I don't have a new edition of "Cihai" at hand. If I check the "Modern Chinese Dictionary (Revised Edition)" published in 1996, I can find the entry "welfare". *** has two meanings. The first meaning is "life" Benefits. Specifically refers to the care of employees’ lives (food, accommodation, medical care, etc.).”

Modern performance management focuses more on improving future performance. This shift in focus has shifted the focus of modern performance efforts. The effectiveness of the system has become the focus of HR workers. An effective performance management system includes scientific assessment indicators, reasonable assessment standards, as well as salary and benefit payment and reward and punishment measures corresponding to the assessment results. Pure performance appraisal limits performance management to focusing on past work. Only by paying more attention to the follow-up effects of performance can the perspective of performance management be shifted to the continuous improvement of future performance!

This situation will cause the fairness and impartiality of the performance appraiser to be questioned.