Human resource allocation scheme

First of all, enterprise human resource management should be clearly positioned.

In order to play a better role in the enterprise, the human resource supervisor must understand the management of the enterprise life cycle, adjust the human resource strategy according to different stages, know when and what kind of people the enterprise uses, reserve all kinds of talents for the enterprise and establish a talent echelon. In the period of rapid development and expansion of enterprises, recruitment is the top priority of enterprise human resource management, and the focus of enterprise human resource management should be adjusted according to the period of enterprise development. In the recruitment process, we should understand the development characteristics of enterprises, keep communication and coordination with business departments at any time, and adjust the human resource management of private enterprises in time according to the needs-how to solve the allocation of recruitment and recruitment strategies.

Second, the problems in human resource management

1. The concept of personnel management needs to be updated, and the input of human resources is insufficient.

Human resource is the most precious resource among all resources and the core resource of the unit. There should be a complete and powerful organization to manage human resources. However, in the current unit, there is no complete mechanism to manage this resource. Human resource management is only regarded as a transactional work, and there is no full-time staff engaged in management. Everyone is multifunctional. This is the shortcoming of organizational culture. Looking at the whole in isolation is like a blind man touching an elephant, which seriously hinders the realization of the enterprise development strategy. Enterprises do not regard employees as valuable resources that can be developed indefinitely, but they use more employees but do not develop enough training. The training form is relatively simple, limited to traditional job training and promotion means. And the training effect is also difficult to test.

2. Lack of modern human resource management knowledge and theory.

Compared with the traditional personnel management system, the new human resource management is significantly different. The personnel engaged in human resource management in most units in our country are not professional, and there is generally little training in modern human resource management theory and professional technology, which largely follows the traditional personnel management methods and lacks training in modern human resource management and development theory and skills. The quality of most employees engaged in labor and personnel management is far from the requirements of human resources development and management, which is mainly manifested in narrow knowledge and narrow knowledge. Daily management is not human-centered, but material-centered, and they are busy with trivial matters. If the quality of labor and personnel management personnel is not improved, the development and management of human resources can only be on paper, and it is impossible to meet the needs of modern management.

3. There is no standard for fuzzy performance appraisal.

Performance appraisal is the core issue of modern human resource management, which plays a strong incentive role in mobilizing the enthusiasm of employees. According to the survey, about 50% employees are not satisfied with the current performance appraisal. Where is the root cause? First, there are no standards for personnel assessment at different levels and types, and the quantitative indicators are general and difficult to operate. Second, job analysis is not standardized, and various job names are not standardized. In addition, the results of performance appraisal are not directly related to employees' salary distribution, job changes, rewards and punishments, so performance appraisal stays at the level. It directly affects the seriousness and authenticity of the assessment results. This kind of assessment has not played the role of performance appraisal in human resources control, and the purpose of most units' assessment is only to complete the task of selecting advanced materials issued by higher authorities. ?

4. It is difficult to implement an effective incentive mechanism.

At present, although most units have greater autonomy in distribution, due to the shackles of traditional concepts, the incentive mechanism is not perfect and the implementation is not dynamic, which is not conducive to mobilizing the enthusiasm of employees. First of all, the staffing is determined by the leadership, and not all functions can be matched; Secondly, the problem of "big pot rice" in salary distribution is more prominent. At present, the unit's performance salary consists of two parts: fixed and allowance. According to the requirements, the allowance should be linked to the quantity and quality of employees' work, so that more work can get more, less work can get less, and no pains can get nothing. However, in the actual operation process, most units pay allowances at a fixed rate. That is, "living allowance, dead distribution", can not adjust and encourage allowances. Successful incentive mechanism should be: correct orientation, systematic measures, stable policies and scientific operation.

Third, enterprise strategy guides human resources strategy, and human resources support enterprise strategy.

1. At present, due to the lack of scientific literacy of human resource management, the main leaders of some enterprises cannot raise human resource management to a strategic level, fail to attach strategic importance to human resource management, and still stay in the traditional daily management of employees. If enterprises do not put human resource management in a position related to the fate of enterprises, do not attach importance to the input of human capital, and seek quick success in vocational training, they will not be able to form a benign mechanism to attract, gather and use talents. Human resource management is often to meet temporary needs, without paying attention to the strategic development of human resources and considering the long-term development of enterprises.

2. The enterprise strategy should consider the future according to the present situation and focus on the future and long-term goals. Its function is to coordinate the internal relations of various functional departments within the enterprise; Can guide enterprises to carry out changes and continuously improve enterprise management; It can ensure the balanced development of all aspects of the enterprise. The human resource strategy is formulated according to the long-term vision of the enterprise and is an important part of the enterprise strategy, which mainly supports and contributes to the business strategy by promoting the long-term sustainable development of the enterprise. The strategic goal of an enterprise is realized by people, and the contribution of human resources at the macro level is to determine the core values shared or recognized by employees, guide and shape employees' behavior, and finally point to performance goals. Successful enterprises are those with clear strategic objectives, which can steadily promote the realization of the strategy and improve the performance of enterprises. The reason why human resource strategy is important to this kind of enterprises is that it decomposes vague and abstract strategies and goals into specific tasks, so that current behavior points to present and future performance, and the activities of enterprises will not deviate from or damage long-term key factors because of immediate interests.

3. The strategic support provided by human resource management for enterprise development is mainly reflected in human resource planning. Guided by the enterprise development strategy, it comprehensively examines the existing human resources, analyzes the internal and external conditions of the enterprise, and predicts the future supply and demand of personnel in the enterprise. The content basically covers all the management work of human resources: employment planning, training development planning, personnel deployment planning, promotion planning, salary planning and so on. Human resource planning is not directly linked to the benefit of the enterprise, and it cannot be the same as the business plan or marketing plan of the enterprise. The results can be put on the table for people to see clearly. The value it creates is intangible, even if you can't see it, you can't deny it. More and more enterprises have realized that only by closely combining long-term human resource planning with enterprise strategy, designing various human resource management policies and systems and adjusting human resource management practices can enterprises win competitive advantages and maintain long-term healthy development.

Four. Suggestions on Realizing Rational Allocation of Human Resources

1. Build a new mode of human resource management and strengthen staff training.

Renew the old concept of human resource management, change the fixed personnel management mode, and truly liberate personnel management from administrative affairs. First of all, it is necessary to reform the system and implement a management system with people-oriented management ideas as the main line, which is conducive to good control from the source. Secondly, pay attention to the planning, development and appointment of human resources, adhere to the people-oriented principle, and fully mobilize the enthusiasm, spontaneity and creativity of employees. Thirdly, in the allocation of human resources, we can gradually establish a market-oriented talent employment mechanism, or try to implement a new employment model of talent dispatch to realize the transformation of personnel management from identity management to post management, expand employment, and promote the reform of personnel system in modern enterprises. Realize the transformation of personnel management from identity management to post management.

In order to continuously improve the service level and social competitiveness of management and adapt to the development needs of social construction, we must overcome the top-down misconception that training is a burden, a form and a dispensable thing, and attach great importance to employee training as an important job. The purpose of systematically carrying out employee training is to realize the change of employees' knowledge, skills and attitudes, stimulate employees' work enthusiasm, improve work efficiency, and complete various objectives and tasks with lower cost, higher service quality and faster speed.

2. Create conditions to actively accept new knowledge and new ideas of human resources.

Due to historical reasons, traditional and outdated personnel work has long been in a closed and mysterious state. In the new era, it is undoubtedly a severe challenge to the traditional personnel work to quickly and effectively accept the new knowledge of human resources and implement new methods. First of all, we must change our ideas. In addition to establishing that human resources development is the core functional concept of modern organization and personnel work, we should also strengthen the awareness of talents and establish a new concept of human resources development and service. Combined with the advanced concepts and methods of human resource management, through case discussion, contact experience, viewpoint elaboration, skill teaching and achievement sharing, employees are guided to think and sublimate, and finally a human resource course with unique personal ideas and ideas is formed, so that employees can get in touch with new knowledge and ideas through learning.

If conditions permit, "human resource outsourcing" is also a new management mode for units to improve efficiency and win competitive advantage. In recent years, with the deepening of the reform of personnel system in modern enterprises, personnel management has gradually achieved the goals of setting posts according to needs, open recruitment, competitive recruitment for posts, fixed salary by posts, performance appraisal and contract management. Some units are actively exploring new ways of employing people, such as project employment and talent dispatch, to invigorate the employment mechanism. Through "outsourcing", we can save time, concentrate effective resources, reduce the explicit and implicit costs in human resource management, and improve the work efficiency of human resource departments.

3. Explore new evaluation dimensions and establish a specific evaluation index system.

The evaluation model of morality, ability, diligence and performance in China is an evaluation index system for "people", and many indicators are not closely related to the current work tasks. When designing performance evaluation indicators, relevant evaluation dimensions should be added according to the actual situation of different departments, different levels and different regions, and dynamic evaluation indicators for investigating liquidity and temporary tasks can also be added. Each evaluation dimension should be refined to secondary or even tertiary indicators, and the corresponding specific evaluation criteria should be given. Key indicators should be quantified as much as possible, and those that cannot be quantified should be explained in descriptive language. Choose a scientific index weight setting method. The weight determination of the first-level index should be based on organizational goals and value orientation, while the weight of the second-level index is related to the level and nature of civil servants' positions, and should be based on position analysis.

4. Establish and improve the incentive mechanism for employees in public institutions.

(1) Establish a scientific salary system.

The primary reason for the failure of the current employee incentive mechanism is the unreasonable salary system. The reform of enterprise personnel distribution system carried out by the state will fundamentally break the "egalitarianism" and "big pot" wage distribution model, introduce competition mechanism and enliven the wage distribution system.

(2) Establish an effective performance appraisal system. The ultimate goal of performance appraisal is to improve employees' work performance, get a 360-degree evaluation from all aspects related to the examinee, break the traditional single appointment system, widely adopt the assessment and appointment system of equal competition, and establish a competitive appointment mechanism for the competent, the equal and the mediocre. Performance appraisal is an important link in human resource management. Providing feedback information for human resource management is the main basis for salary management and personnel use, and it is also an important link to mobilize employees' enthusiasm. ?

(3) Take effective incentive strategies. The vitality of the organization comes from the enthusiasm and creativity of every employee. Because people's needs are diverse and multi-level, and people's behavioral motives are complex, we need a variety of methods and strategies to mobilize people's enthusiasm and creativity. ?