Social investigation report: select a familiar enterprise and institution, analyze its human resource management status, and write a word 1000.

Jiangsu Crystal Group Human Resource Management Survey Jiangsu Crystal Group Company (hereinafter referred to as Crystal) is a well-known large-scale enterprise in the electronic component industry in China, and has been ranked among the top ten "Top 100 Electronic Component Enterprises in China" for many years. The company is headquartered in Wuxi New Materials Industrial Base of National 863/ Torch Plan, and has 10 branches in Shekou, Baoan, Qingdao, wuxi new district and Xishan. Jiangsu Crystal Group is the largest manufacturer of electronic components and amino acid raw materials in China and the largest FBT supplier in the world. The main products include: FBT for color displays, U-shaped and E-shaped soft ferrite materials, transformers, switching power supplies, induction coils, microwave ovens, medical amino acid raw materials, etc. The company is committed to developing domestic and foreign markets and sincerely cooperates with major international companies. At present, we have established long-term trade relations with Toshiba, Sony, Panasonic, Philips, Motorola, Haier, Hisense, Changhong and other companies, and have been rated as excellent suppliers and excellent supplier enterprises by Motorola, LG, Haier and other companies for many times. The company pays attention to basic quality management, and has successively passed CQC certification, ISO 9000: 2000 quality system certification, ISO 14000 environmental management system certification, UL certification in the United States, CE certification in Germany, CSA certification in Canada, GMP certification in the pharmaceutical industry, etc. The following are the main aspects of the survey: 1. Human resource planning: human resource planning is the basic work of enterprise recruitment and deployment, training and development, and the basic work of formulating human resource planning is to collect and analyze the data of existing personnel's education, age, specialty, length of service and so on. In mid-2003, SPAR * * * had more than 5000 employees (including production workers). As SPAR's business continues to expand, newcomers enter more frequently, there are many subsidiaries of SPAR, and the statistics and analysis of human resources of each company are relatively weak, resulting in no one in SPAR clearly knowing how many employees there are. 2. Post system construction: SPAR has post settings, but it has not defined the job responsibilities and qualifications of each post, and many post reporting relationships have not been straightened out. Post is a collection of enterprise processes and organizations, and it is also a bridge between organizations and people. Any standardization of human resource management depends on the construction and standardization of post system. Based on this principle, the post system construction is also a key and basic work of our consultation. However, in the construction of SPAR's post system, SPAR's managers did not realize the important role of posts in management, and their concepts did not change. Because spar used to be a township enterprise, the concept of human feelings is very heavy. At the same time, employees in enterprises have only one development channel, that is, if they want to increase their income, they must become "officials". In the past, in order to take care of the salary increase needs of some people who work long hours, the company's decision-making level set up more deputy positions, such as executive vice president, vice presidents of different occupations, assistant to the general manager, minister, deputy minister, assistant to the minister, assistant to the deputy minister and so on. It is often a subsidiary company with only 50 people, and the management personnel account for almost half of the total. 3. Salary system construction: Salary reform is always the most sensitive event for enterprises, and it is also the event that employees are most concerned about. Like the organizational structure adjustment of enterprises, it is the focus of enterprise change management. Two-thirds of the posts in the subordinate companies were evaluated and a post grade table was formed. On this basis, combined with the financial situation of subordinate companies and considering the external salary market, the salary schedule is introduced, and the company's bonus distribution management method is formed.