Common mistakes in people flow management and their countermeasures

Many HR think that the process of human resources management is not as complicated as business, so the process of human resources should not be taken seriously. In fact, if the process design of human resource management is unreasonable and imperfect, it will lead to management confusion and low efficiency. Let's take a look at what mistakes HR people often make in human process management and the corresponding solutions.

First, the process design is complicated.

Case 1:

Company D has nearly 1,000 employees, and the monthly recruitment needs range from tens to hundreds. However, no matter whether each position is supplemented or added, it needs to go through layers of approval until the CEO, and it needs paper version approval.

In fact, a large number of recruitment positions are only a supplement to grass-roots positions, and the selection interview only goes to department heads. The executives and CEO in charge are not clear about the candidates, so there is no way to judge the recruitment approval. The recruitment of all departments must be approved, which also takes up a lot of time for the executives. On the other hand, due to the busy work of senior executives, the approval is often delayed, which also delays the employment of departments. The applicant has been waiting for the OFFER that can't be sent, and will also have doubts about the company's employment intention, and even choose other companies because they can't receive the OFFER. In the end, the employing department, executives and candidates are not satisfied with the outcome.

There is a reason why the recruitment process of Company D is cumbersome. At the beginning of D company's business, the scale was small, and the company had no formal recruitment and employment approval process. The department submits the recruitment demand, and the human resources department is responsible for the recruitment. Candidates who pass the interview will be hired. As a result, the department expands at will, the personnel scale expands rapidly, and the labor cost increases sharply. Later, Company D controlled the recruitment, requiring all positions to have an employment approval process, and all positions must be approved by the CEO. This regulation has been implemented since then.

Analysis: From the development history of human resource management in most enterprises, a company's human resource management will generally go through three stages: inaction, promising and inaction. The first stage is the start-up period of an enterprise, which is small in scale, few in personnel and simple in organizational structure, so a lot of human work is "disorderly" and can basically meet the demand without strict process management. In the second stage, the enterprise has reached the development stage. With the expansion of personnel, the organizational structure and management level are more complicated. At this stage, if the system and process are not established and improved, a lot of work will be very chaotic and cannot be carried out.

Company D has grown from the first stage to the second stage, and the process of strengthening human resources management is understandable, but the human resources department of the company has obviously moved from one extreme to the other.

If the company is already in a stable and mature development period, generally speaking, recruitment is basically "planned". At the end of each year, HR should make a good human resources plan for the new year in combination with the company's business development. In this work, the human resources department needs to fully communicate with the heads of various departments, senior executives or CEO to determine the positions and staffing within the company. Recruitment within the establishment, including job replacement, replacement and increase (increasing jobs and expanding the number of people), is "planned". The job requirements, salary structure and level of these positions should be clearly defined in the plan. After the preparation is confirmed, the annual recruitment plan is also confirmed, and HR can recruit in an orderly and orderly manner according to the "plan". Since it is a "planned" recruitment, the recruitment demand has been determined at the beginning of the year, and the employment approval should be simplified. General positions are approved by the employing department and the human resources department, and the management is approved by the senior management or CEO.

Of course, even in the middle of the year, when the company's business changes and it needs to recruit people, it is inevitable to start "unplanned" recruitment. However, even if we want to control human resources, we should not solve the problem of "unplanned recruitment" by increasing the approval level during recruitment. If the company executives and CEO have objections to the unplanned recruitment demand itself and refuse the recruitment demand during the recruitment, then the previous recruitment interview will become useless; Even if there is no objection to the recruitment demand itself, various problems in the above cases may occur. So, what should be done?

First of all, when a department has an "unplanned" employment demand, the human resources department should understand and basically judge the rationality of the demand, communicate the personnel demand and recruitment requirements with the department, senior management or CEO when necessary, and formally determine the recruitment demand through the approval process, so that the "unplanned" recruitment will be transformed into "planned" recruitment, and the subsequent recruitment process can be referred to as "planned" approval for short.

It can be seen from this case that the longer the process, the more comprehensive it is, and the process of human resource management is not static. With the improvement of company management maturity, the process of human resources should also be optimized. To optimize the process, we must first classify the problems. Different types of problems have different corresponding processes.

Some companies are in the start-up period or rapid development period, for example, some small and medium-sized companies in the IT Internet industry are in the start-up period, and their business changes greatly. How should they make the process? In fact, even if the business changes rapidly, you should still have the idea of management by objectives and the consciousness of making plans. The human resources department can shorten the recruitment planning cycle and make a monthly recruitment plan. At the end of each month, make an inventory of the positions and personnel in this department. If the department expands its establishment or adds new posts, there should be an approval process for communication and recruitment needs to ensure the orderly development of the company's scale within the controllable range.

Regarding the recruitment approval of "planned" recruitment, all aspects of approval, including who will approve and what to approve, are determined according to the actual situation of the company. For companies of medium or above scale, several departments involved in a job shall examine and approve their respective responsibilities in turn, so as to divide their respective responsibilities. If the company is small in scale, as long as the processes of early demand, mid-term selection and late employment are reasonably designed and strictly implemented, the employment approval process can also be omitted to improve efficiency. It should be noted that before a candidate takes up a post, the human resources department should share the post information so that the employing department, senior management, administration and other relevant personnel can know it, so as to make preparations in advance.

Second, the process design is wrong.

Case 2:

Company L wants to expand a national business, and the company requires the human resources department to recruit 30 regional salespeople. Because the business is relatively complex, the comprehensive quality of sales staff is required. After communicating with the business department, the human resources department decided to select the sales staff in the form of interview combined with training and customs clearance. There are two sources of candidates: internal and external, mainly external recruitment, supplemented by internal selection (from existing sales staff).

The recruitment process is as follows: first, HR screens resumes, makes a preliminary test, and then the employing department conducts a second interview. After a certain number of candidates pass the re-examination, the human resources department will organize the candidates to go to the group headquarters for training and customs clearance for 3 days. The first morning is a brief introduction of the company and business, and business questions and answers (the first round of customs clearance) are held from afternoon to evening, that is, a jury composed of the head of human resources department, the head of sales department, the head of marketing department and the chairman of the board will ask the candidates 1-3 questions and screen them according to their answers. Candidates who pass the first round can participate in the next day's training, mainly the basic knowledge commonly used in training business. After the training, a written test will be conducted (the second round of customs clearance), and those who pass the written test will be trained on the third day. The third day of training focuses on products and solutions. After the training, a case analysis is conducted, that is, the candidates are given a case scenario and asked to write a plan (the third round of customs clearance) according to the scenario in the case. Candidates who pass three rounds of customs clearance will participate in the fourth day of product operation knowledge and emotional intelligence improvement training.

After all the training passes, the company will hold a banquet for the candidates who have passed the three rounds of customs clearance, and the banquet is also one of the selection links. During the dinner, the judges screened the candidates according to their performance during the dinner, and the last candidate was the final candidate.

Under such strict selection, few candidates passed. About 100 people attended the training customs clearance, but only 30 people were left after the first round of customs clearance, and only 8 people were finally hired, and the elimination rate of customs clearance was as high as 90%. The human resources department and the business department have worked hard for half a year, but the result is so bleak. Moreover, organizing candidates to come to the headquarters for customs clearance training will cost a lot of meals, travel expenses, accommodation and other expenses. Job requirements are still difficult to meet, and business development cannot be carried out normally.

Analysis: In this case, there are many reasons why the recruitment demand cannot be completed, the most important of which is the unreasonable setting of the training customs clearance link.

1, the time from recruitment to customs clearance training is too long, and many candidates who have passed the interview are unwilling to wait, and many candidates are lost in this link.

2. On the afternoon of the first day of training, questions and answers were given on business issues. After only half a day, the applicant is unfamiliar with the company and business, and it is difficult to answer professional questions. In this way, many candidates with strong business ability or great business potential have been screened out, and the elimination rate is too high.

3. If the score is low in the first round, that is, the qualification for customs clearance for follow-up training is lost, and the screening is too strict.

In the follow-up recruitment, the human resources department tries to remove the training barrier, or put the training barrier in the probation period, and decide whether to become a full member according to the customs clearance results and the performance of the probation period. However, this idea was rejected by company executives on the grounds of strict employment. The human resources department can only optimize the process, and the result after the process optimization is still good.

1. The Human Resources Department should contact professional evaluation institutions to introduce evaluation before training clearance, including ability evaluation (mainly used for "elimination") and competence evaluation (mainly used for selecting candidates with high matching). Because the evaluation is not limited by region, more suitable candidates can be screened out better, and the accommodation and organization costs can be reduced for the company.

2. Shorten the waiting time between the interview and the training interval, from the previous half-year cycle to one month, thus reducing the loss rate of waiting.

3. The original first round of question-and-answer clearance was changed to the third round, and the original second and third rounds of customs clearance were merged. The whole customs clearance became a training-written test-question-and-answer interview process, which gave candidates more time to study and prepare, and helped to develop their real level. In addition, the question-and-answer interview sets a unified scoring standard to avoid too subjective evaluation.

4. Give weight to the three rounds of customs clearance, and all candidates who have passed the customs clearance training will participate in the three rounds of training. Finally, the human resources department calculates the total score according to the score and weight of each round of customs clearance, and determines the retained personnel.

Because the previous screening was too strict, many candidates with good comprehensive quality and rich past experience were eliminated, and there were not many suitable candidates in the market. But in the end, by expanding the recruitment channels and optimizing the selection process, the human resources department and the business department completed 80% of the staffing in four months and successfully completed the recruitment task.

There are four skills in general optimization process: cancellation, merger, rearrangement and simplification. Cancel refers to deleting workflows, operations or actions with no added value; If it cannot be cancelled, consider whether it can be merged with other processes and operations; Rearrangement refers to the scientific rearrangement of work order according to needs; Simplification refers to the simplification of workflow, operation and action. In this case, L Company found the problems in time, optimized the training customs clearance process, and finally achieved good results.

Third, the process has no time node requirements, and there are many problems in implementation.

Case 3:

Y Group has several branches and offices all over the country, and the human resources work is divided into two levels: the group headquarters and subordinate institutions (branches, offices, business divisions, etc.). ). The Human Resources Center of the Group Headquarters is responsible for the planning and staffing management of the human resources of the whole group, the management of the recruitment demand of the group and the recruitment of talents at the headquarters, the management of the training at the headquarters, the performance management and salary distribution of the whole group, and the overall management of social security and provident fund. Comprehensive assistants are set up in each branch to be responsible for human resources affairs and administrative affairs such as general post recruitment and employee relations procedures.

The human resources center of the headquarters found that the comprehensive assistant of the branch was very "ineffective". For example, the sales staff of the branch company has left for a period of time, and the comprehensive assistant forgot to approve the resignation process and failed to submit the resignation information in time, which delayed the resignation and layoffs of the headquarters and brought losses to the company; The newly recruited employees of the branch company have joined the company, but the approval for joining the company has not been completed or even started. There are many disputes between the headquarters and the branch company about the entry time and even the salary of the new employees. The leader of the branch has verbally agreed to the employee's becoming a regular employee, but the comprehensive assistant forgot to remind the employee to apply for becoming a regular employee, which delayed the approval of becoming a regular employee and failed to inform the headquarters of the information. When calculating the salary, the headquarters still pays the salary according to the probation period, which causes the employees to be very dissatisfied with the company and so on.

The human resources center of the headquarters has communicated with the comprehensive assistant of the branch for many times, with little effect. After communication, the situation will get better, but the problem still exists soon. The "management" of the headquarters to the branches seems to be somewhat ineffective. Many things need to be urged many times by HR of employee relations at headquarters, which wastes a lot of time for no reason, but the work is still wrong.

Analysis: This case is of typical significance. For a group company with many branches, it is a big proposition for the headquarters human resources center to handle the relationship between the headquarters and the branches. It is necessary to give the branches enough power to facilitate their business, and to coordinate and control the human work of the branches to ensure the implementation of the headquarters human resources policy.

Looking at this case, although there are institutional processes in the human resources work of Y Group, there are obvious problems in its implementation. The reason is that there is no time node in the system process, the comprehensive assistant is not serious and responsible enough, and a lot of information is not delivered in time, which affects the normal conduct of employee relations.

When designing the system flow, HR must make clear the time node and express it clearly. After the release of the system process, relevant personnel should be trained to ensure that the executors understand it thoroughly. In addition, performance appraisal can be used to solve the problem that executives do not follow the system process or are not serious and responsible for their work. There is a performance appraisal for important work and important nodes, and the reward and punishment measures are clear. Once you fail to operate according to the process and the specified time node, you should be punished according to the performance system, which can create an atmosphere of doing things according to the system process and attaching importance to the system process. In particular, the management of foreign branches, divisions and offices depends on system and process management, rather than "rule by man". Although the early formulation process is complicated and there may be a lot of resistance when implementing the system, once the system culture is formed, the situation of frequent work mistakes and buck passing by relevant departments will be greatly improved, and the whole human resources work will be very smooth.

It is not easy to do a good job in human resource process management. When making the process, we should not only meet the needs of manual business, but also try to be concise and efficient, and pay attention to the specified time nodes. Relevant personnel should be trained during implementation, and important work should be accompanied by performance appraisal management. In addition, after the process is formulated, it is not static. After a period of implementation, if unreasonable places are found, they should be optimized to meet the requirements of the development of human resource management in enterprises.

I have worked in the field of human resource management for thousands of years. Love writing and consulting, like to make like-minded friends:)