Risk prevention in human resource management

Risk prevention in human resource management

Power resources are the source of enterprise benefits and the creator of social wealth. Human resource management is an important part of enterprise management and a basic platform for giving full play to human subjectivity, initiative and creativity. Effective management must be implemented.

1. Misunderstanding of current human resource management

1. 1 pays more attention to business operation than standardized management. Pay attention to the business requirements at the operational level, but ignore the standardization and order at the management level, and even take the leadership's will as the transfer, disobey the rules and destroy the system at will.

1.2 Pay more attention to work results than work procedures. Pay attention to the final result of business, but ignore the implementation and compliance of procedures, and evaluate work performance only by results, regardless of whether the procedures are standardized or not.

1.3 pays more attention to dispute resolution than risk prevention. Paying attention to the handling of disputes, but ignoring the risk prevention in the business process, especially in advance, will inevitably lead to imitation effect and other problems, thus causing adverse effects and damage.

2. Risks in human resource management

In human resource management, we often attach importance to the operation of specific contents such as recruitment, training, evaluation and salary, while ignoring the risk management. In fact, every enterprise may encounter risks in personnel management, such as failed recruitment, dissatisfaction caused by the new system, sudden resignation of key employees, supervision and punishment by administrative departments, etc. These events will affect the normal operation of the company and even cause a fatal blow to the company. According to the stages of human resource management, there are roughly the following stages of risks:

2. 1 Pre-employment risks

(1) Recruitment risk. Recruitment is a process of mutual choice between employers and employees, and the risk mainly lies in the selection process. Including unqualified recruitment team members, inadequate basic preparation for recruitment, wrong selection of screening and testing methods, wrong selection of recruitment strategies and information distribution channels, unclear recruitment conditions, employment discrimination in recruitment conditions, improper operation of collecting deposits, etc., all of which may lead to the recruitment of employees who do not meet the requirements of enterprises and are incompetent for their jobs, or the job seekers needed by enterprises are seized by other employers, or the applicants complain and are investigated and dealt with by administrative departments, and so on.

(2) the risk of signing a labor contract. Workers recruited according to procedures shall sign standardized labor contracts within one month after confirmation of employment. Before signing a labor contract, make clear whether the candidate has a labor relationship with other units. At the same time, can the applicant provide a valid medical certificate within the validity period (at least one year), whether he has qualified physical conditions that meet the requirements of this position, and so on. The signing of the labor contract itself and the examination of identity and physical condition may have factors that pose risks to future work.

2.2 Post-employment risks

(1) Training risk. Is the training concept like a senior leader? Will training increase the operating costs of enterprises? ,? Training will make more employees jump ship, resulting in a large number of brain drain? These will undoubtedly affect the effectiveness of training. At the same time, as direct participants, students' cognition and attitude towards training also directly affect the success or failure of training. In addition, in the process of training demand analysis, training plan formulation, risk assessment and training implementation, failure to make correct judgments and conclusions in time may also cause losses to enterprises. At the same time, the service term agreement after training is also the risk focus that needs attention.

(2) Risks in the implementation of rules and regulations. Enterprise rules and regulations are enterprise's? Basic law? . However, when formulating and amending rules and regulations, enterprises must abide by relevant national and local regulations and norms, perform procedures according to law, and keep relevant evidence. If you don't follow the relevant national and local regulations and norms, or don't follow the procedures, or don't keep relevant evidence, there may be risks in the implementation or in the event of disputes.

(3) Performance appraisal risk. Unstable strategy, improper evaluation, internal conflicts caused by evaluation factors, etc. , may produce risks, and it is very easy to intensify other contradictions and affect the realization of enterprise goals.

2.3 Turnover risk

(1) Manage regulatory risks. There is no standardized resignation management system, or it is not strictly implemented, which leads to the arbitrary resignation of both parties, which is extremely risky.

(2) Procedural risks. When employees leave their jobs, the enterprise has the responsibility and business to timely organize work handover, return office supplies, settle resignation wages, handle economic compensation and compensation, handle social insurance and housing provident fund payment certificates, transfer resignation personnel files, resignation procedures and other documents. If it is not organized in time, there may be risks, especially in the legal sense, and labor disputes and legal proceedings are very likely to occur.

(3) Other risks. Such as trade secret protection and non-competition, all have certain risks.

3. Human resource management risk prevention

In view of the different risks in different stages of human resource management, we must attach great importance to it, especially the senior managers and human resource management professionals in enterprises, who need to understand and implement human resource management from the perspective of enterprise development.

3. 1 Standardizing compliance with laws and regulations. In recent years, many national and local human resources laws and regulations have been promulgated one after another, including the Labor Contract Law and the Social Insurance Law, which provide a legal basis for human resources management, but also put forward legal requirements for human resources management, which must be strictly observed and implemented.

3.2 standardize enterprise rules and regulations. Rules and regulations must cover all stages, levels, businesses and links of management, including recruitment, employment, induction training, probation management, salary scheme, welfare leave, social insurance, performance appraisal, employee rewards and punishments, resignation management, etc. , and publicize or inform according to the standard process, and keep relevant documents. For example, the workers' congress or all the workers discuss and pass, the enterprise website is published or posted on the bulletin board, a book is compiled and distributed to employees (keeping signature records), and rules and regulations training (keeping training signature records). When signing a labor contract, take the enterprise rules and regulations as an annex to the labor contract, and so on.

3.3 standardize enterprise employment behavior. There should be corresponding laws and regulations in the whole process, from employing units to rescission and termination of labor contracts, from employees leaving the employing units to employees in enterprises. It is necessary to standardize the operation from the following aspects: the signing of labor contract, the agreement and management of probation period, the openness and transparency of rules and regulations, the legal basis for dismissing employees, the timely payment of labor remuneration, the reasonable payment of compensation, and the timely handling of corresponding procedures for workers who terminate labor contracts.

3.4 Handle disputes and lawsuits in a timely manner. When a labor dispute occurs, the enterprise should set up a coordination organization in time, fully understand the origin and essence of the dispute, and try to solve the dispute in a coordinated way. If it cannot be solved or the enterprise is not at fault, it can choose litigation to protect its rights and interests, but it is necessary to collect and save relevant evidence in time, including labor contracts, attendance records, wage payment records, social insurance payment records, violation records and so on.

3.5 Establish an efficient management team. Enterprise human resource management is a very complicated work, and it is also a very professional work. It is necessary to establish an efficient management team that knows both specialty and management, especially the concept and ability of risk prevention, which can protect the long-term interests of enterprises and the direct interests of employees. Enterprises can consider establishing their own professional human resource management team, or outsourcing all or part of their business. At the same time, we should pay attention to attracting professional talents for risk prevention, and we can hire professional legal consultants all the year round to provide timely support for enterprise human resource management.

3.6 Establish enterprise EAP, namely employee assistance plan (also known as employee psychological assistance project and psychological management technology for all employees). Enterprises set up a systematic and long-term welfare and support plan for employees, provide professional guidance, training and consultation for employees and their immediate family members through professional diagnosis and suggestions, help solve various psychological and behavioral problems of employees and their family members, improve their work performance in enterprises, and deal with work, personal problems and challenges that affect their work performance. So as to improve productivity and work efficiency, reduce work accidents, reduce absenteeism and employee turnover, reduce employee complaints, enhance the cooperative relationship between employees, attract and retain employees, improve employee morale and enthusiasm, prove caring attitude towards employees, and finally provide management tools for performance analysis and improvement.

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